New Tourism Strategy For Kenya 2021 2025

New Tourism Strategy
for Kenya 2021-2025

May 2022
Full Strategy
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NEW TOURISM STRATEGY FOR KENYA 2021-2025
Foreword by the Cabinet Secretary for Tourism and Wildlife

Tourism is a key driver of Kenya’s economy. Prior to COVID -19, the sector contributed nearly 10% of the country’s GDP. Tourism performance in Kenya has grown significantly in
the last 5 years. In 2015, international visitor arrivals were 1,459,500 and international tourism receipts reached Ksh 84.6 billion. By 2019, these numbers grew to international
visitor arrivals at 2,048,834 and receipts of Ksh 163.6 billion. In 2020, tourism performance was expected to continue growing with a 7.5% increase in international visitor arrivals.
The emergence of COVID-19 sent shockwaves to the tourism sector, bringing it to a halt globally. In Kenya, tourism establishments were closed, with the workforce laid off.
From May 2020, my Ministry, in collaboration with the industry, held regular consultations as the COVID-19 pandemic unleashed its devastating impact. We accepted that the
sector would change forever and we could not go back to the pre-COVID environment.
We had to do things differently and swiftly.
The New Tourism Strategy for Kenya 2021-2025 is Kenya’s response in reimagining the future of the tourism sector. In this strategy, we have set out our priority ambitions for
both recovery and growth of the sector. The strategy is founded on four strategic shifts: Kenya becoming an all-year-round tourism destination; creating new and more diverse
customer experiences and products; building a refreshed brand image and repositioning Kenya as an upmarket, sustainable destination; and developing enablers including
unlocking alternative and innovative sources of funding and optimizing the adoption of digital innovations and new technologies by the sector.
The strategy has four (4) components – namely, Brand, Marketing, Experiences, and Enablers – and nine (9) initiatives, including brand repositioning, developing new and existing
international source markets, scaling the domestic tourism market, developing a new and improved experience in parks and reserves, strengthening coastal beach tourism,
creating and promoting niche experiences, and developing enablers for the sector such as digital systems, sustainability standards, and improved sector financing.
This strategy was informed by data and information obtained from local, regional, and international players and is expected to be a reference point going forward in informing
policies, plans, and areas for financing.
The successful implementation of this strategy requires all tourism industry stakeholders to work in synergy. We are indebted to the tourism industry stakeholders who provided
robust engagement and their commitment during the development of this strategy.
I am therefore confident that the strategy will lay the foundation for the accelerated recovery and growth of Kenya’s tourism and position Kenya as a known global tourism leader.
We look forward to an exciting future for Kenya’s tourism.
HON. NAJIB BALALA, EGH

Cabinet Secretary
Ministry of Tourism and Wildlife
1
May 2022
Executive summary
2
The “New Tourism Strategy for Kenya” was developed through strong
industry engagement in Q1 2021…
50+ 20+ 20+ 30+

Industry stakeholders Government actors Global sector experts Global and local
interviewed including interviewed, including interviewed covering sources of
industry actors across parastatals, SOEs, and tourism, financial information
the full value chain, ministry departments solutions, national park consulted such as
associations, funders, strategy, and wildlife national strategies and
NGOs, and conservation blueprints, tourism
conservation leaders recovery models,
WTTC, Euromonitor,
and IATA
3
… including a Core Team, Strategy Circle, and private sector champions

Q1 2021 strategy team
Core Team
Overall sponsors
Najib Balala – Joseph Boinnet – Safina Kwekwe Prof. Fred Segor – Said Athman – Dr. Erustus Kanga – Ali Kaka– Senior Advisor
CS MoTW CAS MoTW Tsungu – PS Tourism PS Wildlife Tourism Secretary Wildlife Secretary MoTW
Dr. Betty Radier – David Gitonga – Fatma Muses– Hashim Mohamed – CEO Alison Ngibuini – Communication Advisor
CEO KTB CEO TRI CS Advisor MoTW Utalii College MoTW
Strategy Circle Karim Wissanji – Agnes Gathaiya– CEO Alan Kilavuka– Alex Avedi– Aurelia Micko– Dickson Kaelo– Dominic Gramaticas– CEO
CEO Elewana group Google CEO Kenya Airways CEO Safarilink Director USAID MD KWCA Wilderness Safaris
Stakeholder group
supporting
development of ‘big
ideas’ for the sector Frank Mastsaert– CEO Ghislain de Valon – Glen Jeffries– Jacqueline Mongeni – CEO James Mwangi – Julius Court – Dep. High Mohammed
TMEA Country Director AFD CEO Nature Vest Council of Governors CEO Equity Bank Comm FCDO Hersi – Chair KTF
Peter Ndegwa– Tom Lalampaa –

CEO Safaricom CEO NRT
Technical MoTW
Secretariat
Said Athman – Richard Mwarema– Dr. Keziah Odemba– Kinuthia Ngugi – David Kinyangi – Bernard Kahuthia –
Tourism Secretary Director of Planning Deputy director of Tourism Chief Economist Assistant director of Deputy director of Tourism
Working team
Tourism
supporting day-to-day
KTB TRI KWS KU
analysis and strategy
development Doreen Odhiambo – Manager Betty Maranga– Gladys Kosgei- Marketing Dr. Moses Miricho–
Strategy and Compliance Tourism Officer and Tourism Manager Global Tourism resilience centre
Other reference Strategy Reference Groupnot

( exhaustive) Private sector partners
organizations and Kenya Airports Authority Kenya Coast Tourism National Environ-mental Kenya Association of Hotel Kenya Tourism The Pub and Restaurant Kenya Coast Guard African Quest Safaris
partners Association Manage-ment Authority Keepers and Caterers Federation Association of Kenya Services
Kenya Civil Aviation Kenya Ports Authority Kenya National Highways Kenya Maritime Authority Eco-Tourism Kenya Kenya Association of ICT Authority Micato Safaris Ltd
Provide input and Authority Authority Travel Agents
guidance on initiatives
National Museums of Kenya Kenya Railways Global Tourism Resilience and Kenya Association of Sustainable Travel and KECOBAT Multiple County ARP Africa Travel
Crisis Management Centre Tour Operators Tourist Agenda Executive Committees
(CECs)
4
4.4%1 126B1 8.7%

Estimated direct FX contribution Total contribution
GDP contribution making it the 2nd to employment
Fast facts on the of the sector (9.3% largest earner (1.08M people),
Kenya tourism sector total contribution) most outside of
pre-COVID-19 the main urban
areas
2.04M 1.5M 93%

Inbound visitors to Visitors citing Share of
Kenya holiday as primary international tourism
reason for visiting out of total tourism
Kenya spend
1. Kenyan shillings; KTSA Report; largest FX earner is diaspora receipts
Source: Tourism Sector Performance – 2018-2020; KTSA report, WTTC, 5

Oxford economics
Likely COVID-19 recovery model indicates Kenya could recover to 2019

levels of tourism spend by 2024
Natural growth trajectory of tourism industry without interventions and excluding impact from any other events 2
PROJECTIONS FROM Q1 2021; MAY NOT REPRESENT RECENT DEVELOPMENTS
Kenya - expected leisure travel spend1 X% Change vs. 2019 Domestic Inbound
USD Billions
2.21
Cumulative 1.97 0.15
spend loss 0.13 1.79
versus pre 0.12
COVID-19 1.38
trend 0.09
1.06
0.07 2.06
1.84 0.76
1.67
0.05
1.29
0.99
0.71
2019 2020 2021 2022 2023 2024

0% -61% -46% -30% -9% 12%
Scenario Recovery model based on expected weighted outbound leisure travel recovery from the top ~40 source markets globally based on the base
explanation case recovery scenario from COVID-19. Model run in Q4 2020 and might not take into account recent developments
What you need GDP and tourism start rebounding in 2021, with GDP expected to reach pre-COVID levels in 2022 and tourism in 2024
to believe Tourism sees even slower recovery due to concerns over healthcare in Africa
1. Assuming no change in mix of source markets; reflects only leisure travel; 2. https://www.mckinsey.com/business-functions/strategy-and-corporat e-finance/ our-insights/nine-scenarios-for-t he-covid-19-economy
2. For example, potential impact due to 2022 elections
Source: Kenya TSA; Tourism recovery model 6
Four components to deliver on the New Tourism Strategy…
D Enablers
How do we incorporate digital across
A Brand B Marketing C Experiences the tourism journey?
What is our value proposition How do we best capitalize on How do we ensure value-for-money in our in-
as a destination? How do we develop sustainability
our brand and more country offerings that is aligned to our brand standards to align with global trends?
effectively target and promise and our marketing?
market our value How do we finance tourism and
proposition? conservation initiatives?
7
…with nine initiatives
D Develop enablers to further

strengthen the sector
D1 Digital
C Develop new products and experiences
Deliver an end-to-end
C1 Parks & reserves digital customer experience, including
Drive all-year travel and mitigate high improved e-visa process, digitizing park
season over-crowding by: entrances, integrating payment
Develop new & B1 International platforms, and expanding digital
B  seasonal pricing for park fees
source markets infrastructure
existing markets  auditing properties for quality
Targeted campaign to 5 high -value  marketing and developing alternate
source international markets (USA, parks
UK, China, UAE and Saudi Arabia) D2 Sustainability
Establish sustainable standards for
A Brand repositioning
operators and ensure compliance
C2 Coastal
A1 Maintain “Magical Kenya”, Develop 4 coastal zones aligned to specific segments
emphasizing authentic, diverse, Improve security, cleanliness, and connectivity
sustainable, and safe elements, B2 Domestic market
while repositioning as an upmarket Target youth, high -earners, and
destination families
Specific 2 -3 day events and offers
Targeted (digital) marketing C3 Niche experiences
Create and be internationally renowned for 5 D3 Finance
new niche experiences
New financing mechanisms for development
of tourism-related infrastructure, e.g., PPPs
Unlock innovative financing to expand
protected areas, e.g., Project Finance for
Permanence, debt-for-nature
swaps
8
Ideas NEW TOURISM STRATEGY FOR KENYA 2021-2025
These initiatives could deliver up to a 2x increase in

tourism value by 2030
International Domestic Upside from increase in volumes Upside from increase in average spend
TOP-DOWN ANALYSIS - NUMBERS MAY NOT SUM DUE TO ROUNDING
CAGR # tourists ,
Potential leisure travel revenues by source market 1, 2030, USD M 24-30, % 2030, 000s
Maximum proxy carrying
Baseline 2019 1,970 ~1,550 (only int’l) capacity for Kenya is 7-
7.5M2, but fair share
Traditional potential suggests 3-4M3
~430-750 4-7% ~240 – 310
(US, Europe) and most similar
Emerging high destinations4 get <5M (and
~320 – 470 10-13% ~240 – 270
potential (China, India) average of 3M) visitors
High potential new
~5 – 10 8-12% 5 – 10 Achieving maximum
(UAE, Saudi, S. Korea)
potential is unlikely
Other inbound source
~330 – 370 6-7% ~400 – 410 (considering seasonality of
markets
Unclear data as current baseline of travel, COVID-19, etc.) so
Domestic
6.5k travelers, includes all domestic
n/a n/a our ambitions are in line
travel (business, personal and
tourism) with a stretch but realistic
Expected total
~3,060 – 3,600 6-8%
2,430 – 2,550 goal on volume and value
revenues, 2030 (only int’l)
by 2030
1. Key assumptions on incremental upside versus expected baseline:
Volumes: 0.25-0.5% annual increase in volumes from 2024 driven by cross-cutting initiatives; additional 1-2% annual increase due to targeted marketing from 2022 in priority source markets and
from 2025 in 2nd priority source markets
Value: 0.25-0.5% annual increase in average spending from 2024 driven by general efforts to raise tourism value; additional 0.25-2% annual increase due to targeted marketing from 2022 in priority
source markets and from 2025 in 2nd priority source markets
2. Proxy carrying capacity based on benchmarks from other ecological regions globally. May not represent Kenya’s actual ecological/social carrying capacity; no such analysis has been done in Kenya
recently
3. Fair share based on benchmarks of capture rate of international outbound volumes from similar long-haul destinations
4. Based on analysis of ~30 similar long-haul, adventure-based destinations
Source: KNBS, KTS, Kenya TSA; 2015 Data based on KTSA surveys in June and December; Euromonitor 9
Ideas: Brand repositioning NEW TOURISM STRATEGY FOR KENYA 2021-2025
A1: Kenya has many competitive advantages it can leverage as a brand

Brand elements identified through discussions with 20+ agents and operators in core source markets
Magical Kenya
“Life Changing Experience”
Diverse Authentic All-Year Sustainable
Landscapes – mountain, lake,

Community connectivity All-year travel-friendly weather Leader in conservation globally
ocean, savannah, Rift Valley
Different experiences for different

seasons – winter sun, escaping
People – tribes and cultures Warm, friendly people National ban on hunting
desert summers, February
birthing season for wildlife
Immersion into nature with

History – African roots,
experiences including walking
Portuguese, Arab, Indian, British
with rangers
Caters for all ages, family friendly
Multilingual – English speaking

with roots in Italian, Arabic
Source: Focus Groups discussions with agents and operators in core source markets (February – March 2021), Exit survey findings 10
Ideas: International source markets NEW TOURISM STRATEGY FOR KENYA 2021-2025
B1: Kenya could focus on 5 source markets,

with USA, UK, China, UAE, and Saudi Arabia as
short-term priorities
Source markets can be prioritized Kenya could thus prioritize 5 markets

along 2 main criteria across 3 categories in the short-term Key takeaways
Short-term priorities Medium-term priorities Kenya may start by launching

tailored marketing campaigns for
Proximity Historical relationship (i.e., long-
the 1-2 countries with highest
lasting / relatively new / no Key traditional markets
potential within each category
significant penetration)
USA Canada
Given limited marketing spend,
Fair-share potential (i.e.,
United Kingdom Germany prioritizing marketing budgets is
penetration versus other East
critical to successful outreach. Other
African countries)
France source markets should still be
Other proximity indicators (e.g., engaged but marketing focus should
geographical, cultural) be in prioritized countries.
France
Emerging high potential markets
Traditional markets such as Italy,
China Canada India Switzerland, and Japan could be
Value-at- Total outbound market potential deprioritized in terms of specific
(i.e., current market size in value
stake and expected growth by 2030)
initiatives given relative saturation
High potential new markets (fair-share captured) and slow
growth expected (i.e., ~1%
UAE South Korea expected average annual growth by
2030)
Saudi Arabia
Source: KTSA; Euromonitor ; Industry interviews (Feb. 2021) 11

B1: Kenya has 4 options to rethink its international marketing

BASED ON INTERVIEWS WITH CEOS OF TRAVEL AGENCIES / OPERATORS CHANNELING $300-400M+ OF TOURISM SPEND FROM USA / EUROPE INTO AFRICA EVERY YEAR
Challenges identified Insights from interviews with major source markets travel
through interviews agents and operators Options to consider
Unclear source-market Nobody is doing effective marketing in this country; tourist marketing needs i Develop tailored marketing
focus and differentiation to radically change plans and invest in local
of strategy There definitely is an off-season market in our countries but you need to presence
properly target these segments (e.g., honeymooners)
Reliance on traditional Roadshows are useless because the invited agents are not the highest ii Expand non-traditional
marketing approaches selling ones in the source market marketing approaches,
We’ve often tried to onboard new marketing initiatives, but we’ve always especially digital
been turned down because of a lack of funding.
Unclear strategy We’ve been selling Kenya for so many years, yet we’ve never been iii Strengthen relationship with
communicated to trade consulted; it’s frustrating. trade, providing richer content
in terms of experiences/ They [KTB] should focus on the 10-15 companies who bring more business
to Kenya; they will drive better ROI.
products to promote
Lack of proactive Kenya needs to better manage its reputation, leveraging good lobbyists and iv Develop proactive crisis
reputational proactively communicating to media around its crisis management. management strategy
management during …we have to use our own local contacts to get information on what is
happening on the ground; it’s very difficult to get consistent information
crises
Source: Industry interviews (Feb/March 2021) 12

Ideas: International source markets – tailored marketing NEW TOURISM STRATEGY FOR KENYA 2021-2025
B1: Kenya could develop tailored marketing highlighting Kenya’s

authenticity and diversity (aligned to brand)
A diverse, authentic and sustainable all
-year destination
Niche experience
Core marketing messages marketing
The Migration, a life changing Four coastal zones to attract Unique experiences within Diverse and bespoke niche
experience a diverse beach tourist Kenya’s non-traditional parks experiences
and conservancies
Market anchor product using Market diverse coastal zones : Market diverse and unique
new channels to attract a more • Multi-experience itineraries in Market diverse unique nature niche experiences through
discerning, high value traveler Mombasa and community-based specialized channels (e.g.,
experiences found in Kenya running with Kenyan Marathon
• Eco-friendly exclusive and such as walking/ riding with runners)
secluded getaways in Lamu rangers and endangered animal Refer to initiative C3
• Adventure sporting in Malindi tagging
/ Watamu
• Family friendly, multi-
entertainment offers in Diani
13
Ideas: Domestic market NEW TOURISM STRATEGY FOR KENYA 2021-2025
B2: Though small, domestic markets provide

resilience and social benefits; regional markets could
be deprioritized due to size
Affluent travel Budget domestic travel
2019 African countries by Total addressable

population who can afford to 2030 African countries by annual market2, Domestic market , though
travel to Kenya, population who can afford to M individuals annually small, is important to address given
M individuals 2019 travel to Kenya, M individuals 2030 2020- 2030 higher resilience during downturns
and the social benefits associated
Egypt 9,0 Egypt 23,8 with domestic travel (e.g., education,
sports, greater awareness of
South Africa 5,0 South Africa 6,6 Regional protected areas)
Nigeria
Morocco
3,0
2,0
Nigeria
Morocco
3,9
3,5
3-4 Regional market is relatively
small and fragmented, with total
maximum addressable market of
Angola 0,2 Angola 0,4 3-4M (with likely a much smaller
capture rate) and only 10% in
Tanzania 0,1 Tanzania 0,2 Domestic
Kenya’s neighbors
Uganda 0,1 Uganda 0,3
2-3 Regional market could be
deprioritized, particularly given
South Sudan 0,1 South Sudan 0,1 investment required in flight
connectivity / visa procedures might
Ethiopia 0 Ethiopia 0,1
not have sufficient returns. However,
Kenya 1 0,9 6,6 7,5 Kenya 1 2 12 14 smaller initiatives (e.g., offer
discounts if regional MICE travelers
Total 27,0 Total 53,4 extend their stays for leisure) could
be considered
Note: Affordability defined by # individuals in households with USD 80k+ PPP household income
1. Kenya domestic budget affordability to travel defined by household income over USD 22k PPP
2. Assuming inbound travel to Kenya every 10 years, domestic affluent travel every 2 years, and domestic budget travel every 5 years
Source: CityScope Database 14

B2: Kenyan domestic market could be segmented into 5 main profiles

with different characteristics
Growth
Category Profile trajectory1 Options to consider
Youth 18-34 Encourage more frequent travel, especially to underserved

Low budget areas by building a youth-oriented travel operator to develop and
Urban market end-to-end year-round youth offering (including adventurous
Relatively flexible schedule activities, affordable bus-service, budget accommodations)
Families Upper middle / Middle class families (75- Encourage more frequent travel to underserved areas and
120 Ksh monthly household income) during low-season by creating dedicated packages, refurbishing
Schedule constrained by school holidays KWS family-friendly cottages, giving more visibility over long week-
and availability of disposable income
ends and launching a dedicated marketing campaign
FITs Upper middle class (120K+ Ksh/month) Increase average spending per trip by launching dedicated
Urban marketing campaign to showcase bespoke / low-season experiences
Diversity of sub-profiles: couples / single and educating high-end travel agencies on new experiences
(including growing women traveler segment)
Relatively flexible schedule
School Not prioritized in the context of this study given relatively low -value
children Catering to this segment could (i) encourage their parents to travel and (ii) build the future generation of travelers
Regional Not prioritized in the context of this study given expected slow recovery from COVID -19 crisis
MICE Initiatives could be implemented to drive more value from this segment in the longer term (e.g., air travel discounts for com panion, rebate on extended stays)
1. Pre- COVID-19 crisis
Source: Press search, local industry interviews (Feb 2021); National Bureau of Statistics, Kenya Economic Survey, 2019 15
Ideas: Parks & reserves NEW TOURISM STRATEGY FOR KENYA 2021-2025
C1: 5 initiatives could help make our National Parks and Reserves
an all-year-round destination
Potential initiatives to consider
b Addressed in other sections of this document
Enforce standards in
parks and reserves to
a remove low quality c
offerings Improve marketing
Reduce overcrowding of parks & reserves in
through (i) seasonal source markets,
pricing and (ii) particularly emphasizing
potentially capping the diversity of
the number of visitors experiences (e.g.,
in high-volume parks walking with rangers,
and reserves horse-riding, cultural
Make our National Parks
interaction)
and Reserves an all-year-
round destination Refer to initiative B1
e d
Increase protected Develop

area by investing in infrastructure in high-
more land or marine priority underserved
area under parks (including roads,
conservation signage)
Refer to initiative D3 Refer to initiative D3
16
Ideas: Parks & reserves – seasonal pricing and capping NEW TOURISM STRATEGY FOR KENYA 2021-2025
C1a: Seasonal price differentiation during peak months

could reduce peak season overcrowding
Monthly number of visitors in the Mara (2018), 000s
Non-Resident Resident Citizen Carrying capacity1 Using an indicative carry
capacity analysis, MMNR
The Great Migration exceeds its carrying capacity
(July – Aug) by ~100% during peak
months
60
54
Interviews insights
“The Mara is an excellent all-year
destination. You will see a full range
of wildlife at all times and we also
31 have other events like the calving
28 32 season. It is a matter of marketing
27
23 strategically and being targeted in
communication about off-season
14 offers.”
12 13 11
9 - International tour agent from a key
9
source market
“If the Mara plan had come through

Jan Feb March April May June July Aug Sep Oct Nov Dec ten years ago we would have not had
the poor media exposure last year
2018 [around overcrowding issues]”
1. Calculated as (area x correction coefficient) / normative area; Area: Park size in sqkm; Correction coefficient: Between 0.5 and 1, depending on assessed
- Local conservancy leader
environmental sensitivity of a given region; Normative area: sq km per visitor, fixed at 1.4 sq km/visitor
Source: TRI, Tourism Sector Performance Report, 2019; Interviews with international experts and local stakeholders (February 2021) 17
C1a: Seasonal pricing could have 4 main objectives
Four main objectives How this translates into pricing options

Reroute tourists (a) from  20-40% higher fees charged in high season for residents and non-residents
over-crowded premium
parks to other high-potential
parks and (b) from high
season to low season
Strengthen branding and  Pricing only applied in first phase to over-crowded, premium-ready parks (e.g.,
reduce over-crowing in Amboseli and Nairobi NPs); once infrastructure and tourism is developed in other
selected premium parks parks (e.g. Tsavo, Nakuru), pricing could apply there over time
Secure resources for KWS  The seasonal pricing (in combination with cap on visits) would be revenue
conservation mandate by neutral to positive for KWS; however, primary intention is not to increase
managing the total revenues revenue in premium parks, but rather divert visitors to other parks and drive
revenue gains there
Maintain affordability of  Seasonal pricing to be given only to non-residents and residents while
national parks to citizens to maintaining lower prices for citizens
encourage their
participation in tourism
economy
18
C1a: Option to introduce seasonal pricing for

Maasai Mara, Amboseli and Nairobi National Parks
Current and potential new daily park fees1, USD
OPTION FROM APRIL 2021 – MAY NOT REPRESENT LATEST
XX Regular fees (outside of 2020-21 COVID-19 reductions), USD rounded XX Optional high season price (June-October) for 1st priority park
The three highlighted parks
Second priority for seasonal pricing once product has been approved
suffer from over-crowding,
Citizen Residents 2 Non-Residents particularly during peak season
Parks and reserves, Student/ Adults Student/ Student/ Lake Nakuru and Tsavo East/
by type Adults Child Child Adults Child West could also be candidates for
Maasai Mara NR 10 3 12 50-70 5 25-30 70 150-400 40 80-200 seasonal pricing but with a weaker
case:
Amboseli NP 9 2 10 20-25 5 10-15 60 80-110 35 40-60
• Increasing Tsavo fees could be
Nairobi NP 4 2 10 20-25 5 10-15 45 60-100 20 30-50 considered once visitor
5 2 10 5 50 35
numbers are up
Tsavo East NP
• Due to reduction in flamingo
Tsavo West NP 5 2 10 5 50 35
numbers, Nakuru has become
Lake Nakuru NP 9 2 10 5 458 35 less of a premium in recent
years
Scenic/Special interest (A) 3 3 2 6 3 25 15
To make pricing truly seasonal, at
Wilderness parks (B) 4 3 2 10 5 45-50 25-35 least 20-40% price differential
Scenic/Special interest (B) 7 3 1 6 3 20 15 for residents and non-residents
(and potentially up to 5 times)
Sanctuaries5 2 1 3 2 20 15 would need to be considered, in
Marine parks6 1-2 1 3 2 15 15 line with hospitality seasonal price
1.Regular fees before temporary reductions for 2020-2021 due to COVID-19 crisis ; Single-entry fee valid for 24h of continuous uninterrupted stay inside a park /
differentials in Kenya (which vary
reserve / sanctuary 2. Including African Union 3. Hells Gate, Elgon, Ol-Donyo Sabuk, Mt. Longonot 4. Meru, Kora, Aberdare, Mt Kenya (Kihari gate) 5. Nairobi 20-40% between low-and-high
Orphanage, Kisumu Impala, Nairobi Safari Walk 6. Kisite Mpunguti, Malindi, Watamu, Mombasa, Kiunga 7. All other parks and reserves 8. KWS planned price
reduction to 43 USD season)
Source: KWS 19
C1a: At a later stage, Kenya could cap daily number of

visitors allowed in high-volume parks, using an online
ticketing system
ILLUSTRATIVE, NOT EXHAUSTIVE
International examples
Peru – Limited number of
half-day entry tickets to the
Machu Picchu in an effort to
protect the ruins
Digital ticketing Compulsory Cap on daily number Non-transferable China – Maximum 80k daily
system development booking in advance of tickets booking visitors allowed in The
Digital platform for Obligation to book park Cap on numbers Non-transferable booking Forbidden City of Beijing to
National Parks and entry tickets in advance to determined against tagged against unique limit overcrowding; online
Reserves tickets booking manage influx and optimal park capacity identification (Personal ID ticket purchase; discounted
prevent fraud at gate or Passport number) to prices in low season
Tickets showing all Split against number
relevant details of prevent ‘ticket scalping’
allocated for residents
by large tour operators to Australia – Maximum 400
travelling party including and non-residents
block book peak season tourists allowed to visit Lord
unique ID, validity date
allocations Howe Island at any one time
Cost showing breakdown
of fees including portions Bhutan – ~140k tourists let in
allocated for conservation the country each year with
and park development compulsory visa/ trip booking
through a licensed Bhutanese
tour operator and minimum
daily package price
Source: Press research; Machu Picchu’s official website ; Interviews with international experts (Feb -March 2021) 20
C1a: Combined seasonal price increase and cap on

visitor number could be revenue-neutral to positive
ESTIMATES Carrying capacity(P) 1 Current park visitors (as of 2019)
Modeled visitors based on new capping and pricing
Capping volumes of visitors in
Current (2019) and expected monthly visitors by park , 000s visitors Total , Associated priority parks could reduce the
000s revenue2, overall number of visitors but
Maasai Mara 54
60 M USD should not negatively impact
overall revenues if combined
32 32 32 28 32 32 31
27 23 32 291 14.2 with a seasonal increase in prices
9 12 13 11 14
9
260 21.6 – 49
Main Assumptions
Amboseli 28
33
Visitor numbers capped to carrying
19 18 capacity
16 15 13
13 11 13 13 13 13 11 13 192 7.6 Maasai Mara: volumes lost in July/August
9
6 13
partially redistributed in shoulder months of
143 6.4 – 7.6
June, September, and October. (up to
maximum monthly carrying capacity)
Nairobi NP 20
23 21 Amboseli: volumes lost in February and in
17 19 17
15 17 16 15 June to October partially redistributed in
14 14
10 10 10 10 10 10 10 10 10 10 10 10 March and April (up to maximum capacity)
10 208 3.8
Increase in prices from June to October,
120 2.6 – 3.4 for residents and non-residents (including
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec African Union citizens) of 2-6 times in the
1. Proxy figures: Calculated as Park area / Normative area
Maasai Mara; and 30-150% in Amboseli
a. Area: Park size in sq km and Nairobi NPs
b. Normative area: 1.4 sq km / visitor for Mara, 0.7 for Amboseli (1.5 correction coefficient applied to account for the fact that ~50% of visitors only spend half a day in
the park), 0.35 for Nairobi NP (4 correction coefficient applied as most visitors spend only 3-4 hours in the park, allowing for 4 shifts a day) Assuming no drop in visitor numbers due
2. Range depending on price increase scenario to increased prices
Source: Tourism Research Institute, Tourism Sector Performance Report 2019, Industry interviews (March 2021), De Gruyter, Fru ska Gora, KWS 21
Ideas: Parks & reserves – standards and enforcement NEW TOURISM STRATEGY FOR KENYA 2021-2025
C1b: Better standards in National Parks and Reserves could remove

low quality offerings
Strengthen development Restrict type of

Upgrade guiding standards
requirements for properties vehicles allowed
Redefine requirements for property Set-up criteria for the type of Upgrade standards and adjust curriculum:
development: vehicles allowed in the parks: • Create a working group involving Ministry of
• Maximum number of beds per acre • No 2-wheel vehicle drive Education, KWS, KATO, TRA, approved
• No new properties greater than 30 beds • No mini-vans colleges, selected tour operators, and other
relevant stakeholders to agree upon higher
• Environmental standards (e.g., distance from • Earth colored only; no white guiding standards
protected areas, share of natural material vehicles
and renewable energy, waste disposal) • Update curriculum and exams accordingly
• Community development and employment Ensure compliance:
Rigorously audit properties against these • Systematically monitor guides’ licenses upon
requirements using a multi-organizational entry
team (including NEMA, KRA, TRA) • Include regular capability evaluation for license
• Convene multi-party audit taskforce to renewal and conduct anonymous guide checks
review properties against agreed-upon Potentially create more park / experience specific
requirements expert licenses and curriculum and introduce
• Close non-compliant properties or provide minimum expert quotas for park guiding
penalties
Strengthening requirements and better enforcing them is expected to reduce capacity, especially from ‘bad actors’ and thus improve visitors
experience while better controlling environmental protection. Tanzania has similar restrictions and measures in its wildlife areas
22
Source: Interviews with local stakeholders (Feb -March 2021) ; MMNR Management Plan Final Draft, July 2011
Ideas: Coastal region NEW TOURISM STRATEGY FOR KENYA 2021-2025
C2: Kenya could prioritize four coastal zones
Mombasa Lamu Malindi/Watamu Diani Beach
Description1 Culture/beach/wildlife weekend

trip
Authentic and eco -friendly
experience
Marine adventure An integrated beach and
entertainment zone
Targeted at high value FIT 2 and Sun and beach tourists,
honeymooners families and FIT2
Development Seamless transport to optimize

the journey time between the
Highly regulated development
of properties that will preserve
Focus on high adrenaline water
activities (e.g., parasailing,
Integrated coastal
entertainment, restaurants,
needs different attractions (Tsavo, the authenticity of the city and paddle boarding, waterskiing, hotels, and water activities
Marine Parks) meet high international wakeboarding, kitesurfing, easily connected to each other
standards while being eco- scuba diving, sailing) developed with secure tourist friendly
Good signage in different
friendly to international standards with walking zones and clean high-
languages (e.g., Chinese,
all the safety measures standard public facilities
Arabic)
Diani beach phase 1 and rest of
Marketing emphasizing both
South Coast phase 2
the diversity of the city and the
short distance between them
1. Key difference from Coastal development plan is emphasis on developing each zone with a unique identity and marketing each to targeted segments
2. Free Independent Traveler - an individual (or small group of < 10) traveling and vacationing with a self-booked itinerary 23
C2: Ten potential priority initiatives for the coastal zone development
Priority cross- Improve coastal connectivity by building aferry system connecting Mombasa port to Diani and Lamu
cutting Accelerate the roll-out of the tourism protection service and improve it by introducing more transparency on the
initiatives complaints process
Improve current beach cleanliness through fines, zero-tolerance plastic mandates, and sponsored programs for
cleaning beaches
Resolve issues on perceived quality created by private accommodation through better regulation of private
booking platforms
Focus on Implement white land 1 tax or build or sell policies2 to stimulate development of prime beach frontage
property and
infrastructure Extend runway and improve terminal facilities at Diani and Malindi airports to open international connectivity.
Other coastal Mombasa: develop infrastructure connecting nearby attractions (roads, signage, shuttle buses)
developments Accelerate the development of Lamu (including airport rehabilitation)
by zone
Malindi/Watamu: develop and attract international water sports competitions (e.g., the African Beach Games)
Diani beach: Create internationally-recognized festivals
1. White land is a global term referring to open land that has not been developed
2. As seen in Korea, Philippines, Columbia, the USA and Canada
24
Ideas: Develop new products and experiences NEW TOURISM STRATEGY FOR KENYA 2021-2025
C2: Deep dive on white land or build/sell policies to drive property

development and prevent underdeveloped prime land at the coast
POLICIES TO INCENTIVIZE COASTAL OPERATIONALIZATION
Description Challenges (non-exhaustive)

1 Implement White A tax on any entity or individual owning a vacant The definition of ‘vacant land’ could be
land tax piece of land misunderstood
Requires owners of undeveloped land to pay a Owners may prefer to own the vacant land
premium tax if they don’t develop it within a certain despite the tax, for example because the rate of
period (e.g., within 12 months) increase in the value of their land could be higher
This tax is normally higher than standard land tax and than the tax
tends to increase with years of vacancy (e.g., in Having a property tax system in place is a
Seoul, every two years of vacancy, the rate increases prerequisite
by ~40%) Can be costly and would require resources for
assessment of both the land the building sites
regularly (if any)
2 Create a build A policy to encourage operationalization of prime Risk of paying a higher price than the fair value
or sell policy beach frontage properties in the three key zones of the land due to speculation
Landowners would be given a fixed term in which The development by private owners could be done
they either rehabilitate or build on land in prime in a way that is not in line with the region’s
locations, after which the GoK could exercise its vision
rights to buy the land back at market rates or auction
the land to the best possible bidder
25
Ideas: Niche experiences NEW TOURISM STRATEGY FOR KENYA 2021-2025
C3: In addition to its existing safari and beach offerings, Kenya could
develop and market 5 high-priority new experiences
Discovering a myriad of rare birds Watching rare and unique animals Running with Kenyan’s world champions
in the wild
These 5 experiences could be scaled as
a first priority as they appeal to large
markets that Kenya is well-positioned to
capture, given existing competitive
advantage (already been proven through
successful existing initiatives)
Several other experiences (e.g., cultural
heritage tours) with high potential but
stronger development requirements (e.g.,
infrastructures) could be developed in a
second phase
Best kite-surfing in the world Mountain-climbing over the savannah

26
C3: Kenya could develop a dedicated offering and promotion strategy

for each of these 5 priority new experiences
Objectives Potential initiatives to consider

a/b Develop circuits to • Develop end-to-end experiences (“circuits”) in partnership with the National Museums of Kenya and private sector
watch birds and rare and develop stories and circuits that are marketed through specialized niche channels and interest groups
animals in wild • Improve accessibility and infrastructure along those circuits – Refer to D2
unexplored Kenyan
parks
c Develop one of the  Develop regional competitions in partnership with international organizations and the private sector, developing
world’s best kite-surfing infrastructure in parallel
spots in Watamu and  Improve beach accessibility and security – Refer to C2
Che Shale
d Build world-famous  License private actors to develop experiences and programs for domestic travelers and develop targeted marketing
mountain climbing over through specialized media channels
savannah  Improve accessibility and security in the parks – Refer to C2
e Become a must-run  Organize series of world’s must-run marathons (beyond Lewa) and market these once in a lifetime opportunities
marathon with Kenyan’s engaging Kenyan marathon champions to promote sport competitions
world champions
27
Ideas: Digital NEW TOURISM STRATEGY FOR KENYA 2021-2025
D1: Kenya could deliver an end-to-end digital traveler journey in joint

collaboration between public and private stakeholders
Optional functions for public and private sector
XX Potential priority initiatives, detailed next
Sponsor Awareness Information Booking Arrival / exit Traveling around Stay / Activities
KTB / Push digital Improve web/mobile sites Ensure seamless Improve e-VISA N/A Partner with digital
MoTW marketing content redirection from website payment providers
• Ensure they are well
to create Magical Kenya
structured, easy to navigate, Maintain updated Digitize KWS park
awareness on website to linked
display relevant content COVID-19 entrance
what Kenya has experiences
to offer and providers (e.g., information
• Link to partner sites that add
trigger search credibility and improve search Signature Partner with service providers to improve digital infrastructure
(e.g., US travel department) Experiences)
• Remove unnecessary links /

code to improve speed
Experience Develop digital Provide single-click access to Simplify booking Provide direct local Provide Wi-Fi in Ensure seamless
providers / marketing content information processes (# of data connectivity to transport including network connectivity
OTAs to be pushed via fields, accepted incoming tourists SGR
KTB or Connect to digital
payments means) (e.g., pre-loaded
proprietary / paid Provide easy to use payments platforms
SIM with data/SMS)
channels Push ads to online transport
Partner with travel
identified leads booking including
sites to allow easy
SGR
Align messaging information access
with KTB/ MoTW and reviews posting
Source: International expert and local stakeholder interviews (Feb -March 2021) 28
D1: Six initiatives could be prioritized to improve digital customer

experience in-country
Potential initiative Description Delivery approach

Keep Magical Kenya as Ensure critical traveler information (e.g., visa protocols, Partner with digital provider1
single source of truth health and safety information) is up to date and easy to find
on the Magical Kenya website
Improve e-VISA website Reduce website outages and long connections times2 Consider outsourcing
functionality
Improve Wi-Fi Ensure access to good network connection along traveler Partner with internet / infrastructure provider
connectivity along journey, especially in strategic places (e.g., free Wi-fi hotspot
major tourist hotspots at airport/railway stations or social media photo spots)
Develop partnerships Allow travelers to pay using their preferred digital payment Identify priority digital payment providers (e.g.,
with digital payment apps by connecting them with local payment rails WeChat, AliPay, Paypal) and work with service
providers providers to create
Digitize KWS park Develop a fully digitized payment and ticketing system for all Design specifications and tender to digital provider
entrance KWS parks: booking, payment, receipts e.g., multiple
cashless payment options, QR code scanning at park
entrance (refer to C1)
Create a full in -country A mobile app that provides recommendations, information Longer term initiative – tender to digital provider
tourist app on nearby attractions, connection to digitized guided tours
etc., and is available offline
1. KTB supported by Google
2. This would need to be done in parallel with activities at customs and immigration to further improve traveler experience
Ideas: Sustainability standards NEW TOURISM STRATEGY FOR KENYA 2021-2025
D2: To be a sustainable tourism leader, Kenya could implement minimum

standards, issue sustainability badges directly, and raise incentives
What Who How

Identify minimum requirements (including NEMA to monitor minimum requirements Suspend licenses if operators do not meet
transparency of reporting), with operators’ minimum requirements
licenses suspended otherwise NEMA to reevaluate environmental audit
licenses based on additional sustainability Downgrade badge levels and miss out on
Evaluate implementation of new, requirements benefits if levels of sustainability are not
sustainability badges and levels for the met
tourism industry (substituting Ecotourism MoTW to evaluate if Ecotourism Kenya is
Kenya or aligning more closely with it) an adequate monitoring body for ecotourism Options on non -financial benefits for
accreditation badges:
Raise benefits of sustainability badges  KTB marketing efforts tied to level
MoTW to add benefits to sustainability
badges  Access to distribution channels and
partners
Options on financial benefits for badges:

 Tax rebates for ecofriendly operations
and capex
 Better access to local and international

loans through public sector subsidies
30
and advice
Ideas: Financing NEW TOURISM STRATEGY FOR KENYA 2021-2025
D3: The tourism industry requires financing for infrastructure,

conservation and sector-resilience
Detailed further
A) Infrastructure B) Conservation C) Resilience

What: Development of tourism-related infrastructure What: Funding for environmental and sustainable What: Development of resilience and crisis-
projects benefiting the tourism industry protection mechanisms
How:
• PPP concessions How: How:
• Government bonds • Project finance for permanence • Parametric insurance
• Impact bonds • Carbon markets
Where:
• Debt for nature swaps • Pension funds/Income protection
• Diani and Malindi airport
• A ferry water transport system along coast Where: Where:
• KICC • Chyulu Hills National Park • Coral Reef
• Tsavo National Park • Marine ecosystem • Migration
• Nairobi National Park • Mau reforestation • KWS parks
• Direct industry employees
31
D3: Underserved parks development and management concession

approach
OVERALL STRUCTURE FROM APRIL 2021 – MAY NOT REPRESENT LATEST
Critical KWS park

concession components Description
Clearly communicated Develop and communicate planned sequence of parks and reserves to be concessioned
sequence of concessions Closed discussion with operators with proven record of park operations to identify requirements to grant management
concession
Issue closed RFP to specialized park management entities for pilot case. Bidders may also bid on other parks in the
plan
Long-term concession, 10-20 year concession

potentially with combination Entity who would own, operate, develop and transfer the park(s)
flat fee and revenue share Private entity keeps majority of revenue (70%+) and assumes development and management risks. Entity needs to
be able to control revenue
GoK may need to provide minimum operating cost-cover to ensure security
Terms and requirements well - Clear requirements on dimensions such as:

defined for duration of • Security and ecology - improvement of security, minimized poaching, no-development ecological zones,
concession maintenance of migratory routes
• Tourism development - road network, signage, capability building of service staff (guides; park rangers),
attraction of private developers for high quality accommodation and ownership of marketing
• Community equity – employing local community in parks and financially contributing to community development
32
Ideas: Policy, institutional frameworks, and institutional capabilities NEW TOURISM STRATEGY FOR KENYA 2021-2025
Across all initiatives, there are policy, institutional frameworks,

and institutional capabilities sub-initiatives
Consolidation of sub-initiatives on policy, institutional framework, or capabilities from across initiatives. Options – not exhaustive1
Policy Institutional frameworks Capabilities

Marketing B2: Early gazette notification/ addition of ‘long B1: Review of marketing spend, digital B1: Expand service training standards
weekend’ holidays to promote domestic tourism marketing, and market prioritization of KTB (e.g., languages like Mandarin, Arabic within
as well as formation of international Utalii curriculum) to be able to serve new
marketing partnerships with clear metrics source markets
to track ROI and performance
Products C1: Seasonal pricing and/or park entry C1: Development of multi -party audit C1: Strengthen guiding standards and
and capping policy for prioritized parks and reserves committee to enforce standards for guidelines in national parks and reserves
properties within parks and reserves including regular license renewal capability
experiences C1: Gazetting of standards in national
assessments
parks/reserves (e.g., vehicle types) C1: Review of operations, management,
and revenue model of KWS in line with C2: Security personnel talent development
C2: Revised policies for cleanliness within
seasonal pricing and/or capping model and within the Tourism Service Unit (TSU)
tourist zones including zero-tolerance policies
concessions/financing requirements
for plastic use
C2: Policy and regulation for private booking
platforms
C2: White land tax policy OR Build or sell
policy to accelerate property development in
the coast
Enablers D2: Sustainable development standards and D2: Review of EcoTourism Kenya D1: Digital capability training (across the
guidelines enforced through MoTW standards tourist journey including park entry)
D3: Implementation of PPP process to
support acceleration of development
concessions
1. Additional options in addition to the current tourism policy
33
Execution: Overview NEW TOURISM STRATEGY FOR KENYA 2021-2025
Overview of next steps for execution
GoK syndication and endorsement of

strategy
April 2021-May 2022
Execution team set-up Implementation

(e.g., set initiative owners in First ~20 priority milestone execution
implementing institutions)
May – Sept 2021
(including rolling update of 6-month
workplans)
May 2022 to 2025
Launch of “quick wins”

(e.g., seasonal park fee
pricing)
Sept 2021 – May 2022
34
Strategy detail
35
STRICTLY CONFIDENTIAL
Abbreviations
ADR Average daily rate KTB Kenya Tourism Board PR Public Relations
ASEAN Association of Southeast Asian Nations KTF Kenya Tourism Federation RFP request for proposals
B billions KTS Kenya Tourism Survey RMB Renminbi
B2B business-to-business KTSA / Kenya Tourism Satellite Account ROI return on investment
Kenya
TSA
B2C business-to-consumer KWS Kenya Wildlife Service RoW rest of world
CAGR compound average growth rate M millions SGR Standard Gauge Railway
CMP collaborative management partnership MICE meetings, incentives, conferences, and SMS text message
events
COGS cost of goods sold MMNR Maasai Mara National Reserve SOE state owned enterprise
DMO destination management organization MoTW Ministry of Tourism and Wildlife sq km square kilometer
EU European Union NEMA National Environment Management Authority TRA Tourism Regulatory Authority
FiT Free independent traveler NGO non-government organization TRI Tourism Research Institute
FX foreign exchange NP national park UAE United Arab Emirates
FY fiscal year NR national reserve UK United Kingdom
GDP gross domestic product NZ New Zealand UNESCO United Nations Education, Scientific, and
Cultural Organization
GoK Government of Kenya OECD Organisation for Economic Cooperation and UNWTO Work Tourism Organization
Development
IATA International Air Travel Association OTA online travel agency US United States
ID identification p.a. per annum USD United States dollar
k thousands PA Protected Area VFR visiting family and relatives
KICC Kenya International Conference Center PFP Project Finance for Permancne WTTC World Travel and Tourism Council
km kilometer pp per person
KNBS Kenya National Bureau of Statistics PPP Public-Private-Partnership
KPI key performance indicator pppd per person per day
Ksh Kenyan shilling pppn per person per night
36
Contents
Tourism in Kenya pre-COVID-19
New Tourism Strategy ideas (detail)
37
Kenya tourism perspective pre -COVID-19 NEW TOURISM STRATEGY FOR KENYA 2021-2025
4.4%1 126B1 8.7%

Estimated direct FX contribution Total contribution
GDP contribution making it the 2nd to employment
Fast facts on the of the sector (9.3% largest earner (1.08M people),
Kenya tourism sector total contribution) most outside of
pre-COVID-19 the main urban
areas
2.04M 1.5M 93%

Inbound visitors to Visitors citing Share of
Kenya holiday as primary international tourism
reason for visiting out of total tourism
Kenya spend
1. Kenyan shillings; KTSA Report; largest FX earner is diaspora receipts
Source: Tourism Sector Performance – 2018-2020; KTSA report, WTTC, 38

Oxford economics
~70% of inbound travel expenditure is leisure, of

which ~75% is safari
Share of Share of Focus of this effort is on

Inbound expenditure by purpose and segment 1 expenditure visitors, “leisure travel”
USD Billions, 2019 % spend4 % tourists4
Independent business travel is
driven by general economic
Total Inbound 2.7 100% 100%
activity (often directly
correlated to GDP growth).
Independent business
travel
0.6 21% 15% While there is some opportunity
to target business travelers for
some short-term tourism
Other Tourism 2 0.3 10% 8%
offerings, this is typically a
low-value segment (because
Leisure travel 1.8 69% 77% of inability to spend time visiting
higher-value areas).
Safari 1 - 1.4 Leisure travel is by far the
largest segment, mainly driven
by safari, estimated to generate
Beach 0.2 - 0.3
USD 1.0 – 1.4 B in inbound
expenditure and representing
Other leisure travel3 75% of leisure expenditure.
The remaining 25% goes
0.1
1. Segments estimated from industry interviews and exit surveys; inbound expenditure only (excludes domestic tourism) towards beach and other leisure
2.
3.
Includes transit, medical and academic travel.
Includes culture, mountains, shopping and events.
activities.
4. Non-domestic segments, estimated from exit surveys
Source: Kenya TSA report, KNBS, World Bank; Industry interviews (Feb – March 2021) 39
Over 70% of inbound spend is

contributed by the top 10 source …with strong growth coming from
markets (50% by the top 4)… China, India, and Scandinavia
xx – highest growth source
markets
CAGR,
Kenya: top 10 sources contribute ~70% of inbound spend Expenditure, expenditure # of travelers CAGR, travelers
2019, % contribution to inbound leisure spend USD M, 2019 %, 2015-2019 000s %,2015- 2019
USA 19% 350 28% 198 28%
Rest of Europe 2 13% 231 23% 143 32%
United Kingdom 11% 194 18% 148 22%
China1 7% 130 65% 85 70%
India 6% 103 35% 97 48%
Germany 5% 84 -13% 58 -3%
Scandinavia 4% 74 40% 46 21%
Canada 3% 51 31% 34 30%
Italy 3% 49 -9% 41 17%
France 3% 48 28% 44 30%
Other ~29% 528 ~35% 659 13%
~1,850 ~1,550
1. Assuming 70% of other Asia market
2. Not including UK, Germany, Scandinavia, Italy, France, Switzerland
Note: 2015 Data based on KTSA surveys in June and December
Source: KNBS, KTSA 40

Tourism is highly seasonal: ~ 40% inbound tourists

visit Kenya between July and October
Monthly number of inbound tourists, 2019, 000s
Interviews insights
highlight that Kenya
The Great Migration /
Crossing
“Winter Sun” holidays has the potential to
(December - January)
(July – October) be an all-year
destination
“The Crossing” has been over-
250 marketed as the only Safari
experience, despite the migration
200 and animal viewing being available
year-round
150 - Local tourism operator
Understanding what we have as a

100
destination is key. We have a huge
abundance of natural assets. We
50 need to make them relevant to a
broader set of tourists and markets .
0 - Local industry expert
Jan. Feb. March April May June July Aug Sept. Oct. Nov. Dec.
We have a lot to offer beyond safari
~40% including multiple animal migrations,
cultural and geographical diversity,
history and four different
conservation models
- Local industry expert
Source: TRI, Tourism Sector Performance Report, 2019 ; Interviews with international experts and local industry actors (Feb 2 021) 41
On average, 80-85% of total value generated by tourists stays within

Kenya and 10-15% supports local communities
Example spend breakdown for a typical safari trip and where that spend accrues, %
Kenya International Total
100
15-20
~ 10
5-10
35-50
~ 10
15-20
Full spend Spend that remains Community / Employment Other costs (e.g., Private sector Government
in source markets Conservation COGS, utilities) profits (net of taxes) fees & taxes
(e.g., agent revenues (excl. park fees)
commissions,
flights on
international
airlines) Value going to communities through direct
revenues (e.g., conservancy fees) or employment
or to conservation (e.g., national park fees)
Source: Expert interviews with industry players to establish the cost components of a typical trip (Feb. 2021) 42
Going forward, how should Kenya think about its ambition as a sector in
terms of number of tourists and value?
Three approaches to size tourism ambition
1 Carrying capacity 2 Fair share capture 3 Benchmarks from other

countries
The maximum amount of visitors an The percentage of the total Benchmarks from other, similar
environment can sustain, given its available market that a destination countries on visitor numbers
resource availability and sensitivity can capture, based on its distance
to market source markets Kenya benchmark based on
Please note that no carrying
capacity analysis has been adventure destinations that are
conducted in Kenya, so academic Kenya benchmark based on similar medium-to-long haul from major
literature was used to derive outbound long-haul travel source markets
benchmarks. This should be destinations and fair share capture
considered an outside-in estimate from international averages
and true ecological or social
carrying capacity may be different
~7-7.5 million tourists ~3-4 million tourists ~3-5 million tourists

Proxy carrying capacity of Kenya Fair share capture Averages achieved by similar
destinations
43
Kenya tourism ambition – carrying capacity methodology NEW TOURISM STRATEGY FOR KENYA 2021-2025
1: Kenya has limitations on number of tourists it

can absorb while sustaining ecological health
Maasai Mara National Reserve KWS national parks2 Proxy carrying
capacity1
Monthly visitors by park with respect to carrying capacity The proxy carrying capacity
000s visitors, 2019 of the Maasai Mara
The Great Migration National Reserve is
60 (July – Aug)
54 exceeded by ~100%
during peak months
27 28 31
23 32
KWS parks are in
12 13 11 14
9 9 aggregate below carrying
capacity, reaching their
highest utilization of 90%
222 248
189 in August (although specific
130 parks – like Amboseli and
104 115 110 103 111 111 112 94 Nairobi National Park – do
61
exceed their carrying
capacity during peak
Jan Feb March April May June July Aug Sep Oct Nov Dec season)
1. Calculated as (area x correction coefficient)/ normative area. Proxy using benchmarks from literature and may not represent true ecological and social
carrying capacity. No carrying capacity analysis has been done recently for any wildlife areas in Kenya so used proxies and corrections as below
• Area: Park size in sq km
• “Environmental sensitivity” correction coefficient: Between 0.5 and 1, depending on outside-in assessment of relative environment sensitivity of a PA
• Normative area: Sq km per visitor, fixed at 1.4 sqkm/visitor for Mara and KWS and 2.8 for private conservancies
2. Excluding Nairobi Mini Orphanage, Nairobi Safari Walk, Kisumu Impala Sanctuary
Source: TRI, Tourism Sector Performance Report 2019, Industry interviews, De Gruyter, Fruska Gora, KWS 44
1: The coastal region could have carrying capacity

comparable to other coastal destinations
Hotel supply by location Hotel demand by location Kenya’s coastal offerings

Beds per km of coastline Monthly visitors per km of coastline are underdeveloped
compared to international
peers
Mauritius 68 Mauritius 335 Seychelles has a luxury
and upscale focus, but still
accounting for 20 beds/km
Zanzibar attracts 265
Zanzibar 50 Zanzibar 265
visitors per km of coastline
in a given month, while
Kenya only gathers 158
Kenya coast 21 Kenya Coast 158 tourists
~70% of Kenya’s coastal
visitors are centered
Seychelles 20 Seychelles 64 around Mombasa
Note: Assumed 80% of air visitors to all international locations are leisure travelers; Leisure split for Kenya: 80% Lamu, 80% Malindi, 50% Mombasa, 80%
Vipingo, 80% Diani; 5k beds at Kenya’s coasts; 252km of usable Kenyan coastline
Source: IATA PaxIS; Booking.com; web search 45

1: Kenya’s carrying capacity could be ~7-7.5M

annual visitors, with ~80% in parks and reserves
PROXY CARRYING CAPACITY USING BENCHMARKS – MAY NOT REPRESENT TRUE SOCIAL OR ECOLOGICAL CARRYING CAPACITY AS ANALYSIS HAS NOT
BEEN DONE FOR KENYA. HOWEVER, USED BENCHMARKS FROM OTHER REGIONS
Kenya carrying capacity by segment Current utilization

visitors, millions Key assumptions rate1
KWS parks 3 3.0 Size of park multiplied by ~50% ~40% of Kenya’s

environmental sensitivity4, divided by
normative area for visitors (1 bed per carrying capacity is
Maasai Mara 0.4 350 acres2) ~75% in KWS parks
Environmental sensitivity in MMNR
taken as medium; KWS parks and The coast has close
Private conservancies 2.5 private conservancies are high to 1M carrying
Zanzibar’s beds per km of coast capacity, with less
Coast 0.8 60%
applied to 252km of Kenyan coast than 500k visitors
today
Other leisure travel 0.7 Assumed 5% of total capacity
Total carrying capacity ~7 – 7.5
1. Number of visitors divided by carrying capacity

2. Normative area for visitors based on benchmarks at 1 bed per 350 acres for national parks/reserves and 1 bed per 700 acres in private conservancies
3. Excluding high-volume but short visit areas (e.g. <2-3 hours typically spend) such as Nairobi Mini Orphanage, Nairobi Safari Walk, and Kisumu Impala
Sanctuary
4. “Environmental sensitivity” is a coefficient (value from 0.5 to 1.0) applied to account for environmental sensitivity based on the type of protected area, based
on expert interviews
Source: TRI; Tourism Sector Performance Report 2019; Industry interviews; KWS; De Gruyter - Fruska Gora; Lavery P - Recreational Geography - David- 46
Charles; Stanev P - Harmful ecological consequences of the development of the tourist industry and their prevention - UN-ECE
Kenya tourism ambition – fair share analysis NEW TOURISM STRATEGY FOR KENYA 2021-2025
2: Using a fair share analysis, Kenya could theoretically

capture ~4M international visitors by 2030 in a high case
Outbound leisure market, 2030 Total outbound travelers in

Assumptions 2030 are expected to be 2B, of
visitors, millions
which ~80% are short- and
medium-haul trips to
Total global neighboring European, Asian, or
Total global long
-haul1 and regional North American countries. The
addressable 490
travel market remaining, combined with M
market
regional travel, is the available
global addressable market of
Increased long-haul capture rate ~490M visitors by 2030
from current 0.43% to 0.62% based
Potential capture by Kenya currently captures
4.1 on higher target captures from key
Kenya (high end) 0.43% of the long-haul total
markets. Applied 0.62% capture to a
total market growing at 4% CAGR addressable market. If its
capture rate would increase to
0.62%, it could add 2.1M
Current long -haul capture rate of visitors to the industry
Potential capture by
3.0 0.43% and applied a market growing
Kenya (low end) Domestic tourists would be in
at 4% CAGR
addition and could add up to 2-
3M in 2030 (but this is assumes
nearly 100% capture rate of the
1. Including Middle East, and APAC
Note: Total Number of outbound trips 2030 taken as the base, subtracted 58% short haul trips and 20% medium-haul as they are not a target for Kenya; 22% domestic market)
long-haul trips remain and capture rates were applied; added regional travel of 1.1-1.3M
Source: Euromonitor, UNWTO, OECD, Oxford Economics 47

Kenya tourism ambition – benchmark approach NEW TOURISM STRATEGY FOR KENYA 2021-2025
3: Most medium/long-haul adventure travel

destinations see <5M visitors per year
Inbound leisure visitors for sample peer countries Key Takeaways
visitors, 000s, 2019
There are 34 countries that
Egypt 13,191
South Africa 9,940 received >10M inbound leisure
Australia 8,285 visitors in 2019. Of those, 17
Tunisia 6,460 were in Europe and 10 in
Morocco 6,138 Southeast and East Asia. Almost
Dominican Republic 5,284
Norway 4,571 all have dominantly regional
Peru 4,257 tourism. For example:
Chile 3,949  France (the country with the
New Zealand 3,596  Egypt, Tunisia, and Morocco are
Costa Rica 2,863 medium-haul destinations from highest tourism volumes
Jamaica 2,587 Europe capitalizing on sun and globally) has 79M tourists of
Jordan 2,540 beach holidays which 73M came from other
Bahamas 1,713  South Africa receives significant
Maldives 1,703
European countries
inbound leisure from other
Kenya 1,668 neighboring African countries,  Thailand has 38M tourists per
Guatemala 1,520 often for low-value shopping or year, but 26M of those came
Tanzania 1,410 VFR trips (e.g., largest inbound
Mauritius 1,328
from ASEAN countries and
source markets are Zimbabwe, China
Botswana 1,315 Lesotho, Mozambique, Eswatini;
Namibia 1,298 Most countries that are medium
Uganda comprising ~5M visitors)
1,047
Rwanda 753
or long-haul and adventure-
Ethiopia 710 based destinations without
Seychelles 374 large regional source markets
tend to fall in the <5M visitor
range (see peer group at left)
Source: Euromonitor, OECD, Tourism Australia 48
Kenya tourism ambition NEW TOURISM STRATEGY FOR KENYA 2021-2025
Given limitations on growing volume, sector ambition

could focus on growing value through attracting
upmarket tourists
TYPICAL 7-DAY TRIP
Low-value traveler2 Additional spend high-value traveler3
Average spend per person for non-business visit to East Africa1, Key Takeaways
USD, 2019 An average high-value traveler
spends 5000-6000 USD more per
Intermediaries 700 1,000 trip to East Africa, with ~4000USD of
that staying in the destination
Travel4 650 800 country
High-value travelers spend more on
Accommodation 1,200 3,000 segments that stay in-country as
flight and international intermediary
Transport 600 200 share of expenditure fall, while retail
(including tips) and accommodation
spend increase drastically
Experiences 350 175
Food & Beverage 210 140 Interview insights
Retail 200 400 …we can grow value

without sacrificing
Incidents 50 100 employment and economic
activity along the way
Total 3,960 5,815 - CEO of leading travel
1. East Africa includes Kenya, Tanzania, Burundi, Rwanda, Uganda; average beach/safari combined trip organisation
2. Young couple (<45) from UK used as proxy
3.Older couple (>45) from USA used as proxy
4. Includes air fare
Source: Booking.com, Kenya Immigration, Faredetective.com, Maasai Mara website, industry interviews (2020-2021), press search 49
Contents
Tourism in Kenya pre-COVID-19
New Tourism Strategy ideas (detail)
50
Four components to deliver on the New Tourism Strategy…
D Enablers
How do we incorporate digital across
A Brand B Marketing C Experiences the tourism journey?
What is our value proposition How do we best capitalize on How do we ensure value-for-money in our in-
as a destination? How do we develop sustainability
our brand and more country offerings that is aligned to our brand standards to align with global trends?
effectively target and promise and our marketing?
market our value How do we finance tourism and
proposition? conservation initiatives?
51
…with nine initiatives

D1 Digital
season over-crowding by: entrances, integrating payment
Develop new & B1 International platforms, and expanding digital
source markets infrastructure
C2 Coastal
emphasizing authentic, diverse, Improve security, cleanliness, and connectivity
swaps
52
Ideas NEW TOURISM STRATEGY FOR KENYA 2021-2025
These initiatives could deliver up to a 2x increase in

tourism value by 2030
International Domestic Upside from increase in volumes Upside from increase in average spend
TOP-DOWN ANALYSIS - NUMBERS MAY NOT SUM DUE TO ROUNDING
CAGR # tourists ,
Potential leisure travel revenues by source market 1, 2030, USD M 24-30, % 2030, 000s
Maximum proxy carrying
Baseline 2019 1,970 ~1,550 (only int’l) capacity for Kenya is 7-
7.5M2, but fair share
Traditional potential suggests 3-4M3
~430-750 4-7% ~240 – 310
(US, Europe) and most similar
Emerging high destinations4 get <5M (and
~320 – 470 10-13% ~240 – 270
potential (China, India) average of 3M) visitors
High potential new
~5 – 10 8-12% 5 – 10 Achieving maximum
(UAE, Saudi, S. Korea)
potential is unlikely
Other inbound source
~330 – 370 6-7% ~400 – 410 (considering seasonality of
markets
Unclear data as current baseline of travel, COVID-19, etc.) so
Domestic
6.5k travelers, includes all domestic
n/a n/a our ambitions are in line
travel (business, personal and
tourism) with a stretch but realistic
Expected total
~3,060 – 3,600 6-8%
2,430 – 2,550 goal on volume and value
revenues, 2030 (only int’l)
by 2030
1. Key assumptions on incremental upside versus expected baseline:
Volumes: 0.25-0.5% annual increase in volumes from 2024 driven by cross-cutting initiatives; additional 1-2% annual increase due to targeted marketing from 2022 in priority source markets and
from 2025 in 2nd priority source markets
Value: 0.25-0.5% annual increase in average spending from 2024 driven by general efforts to raise tourism value; additional 0.25-2% annual increase due to targeted marketing from 2022 in priority
source markets and from 2025 in 2nd priority source markets
2. Proxy carrying capacity based on benchmarks from other ecological regions globally. May not represent Kenya’s actual ecological/social carrying capacity; no such analysis has been done in Kenya
recently
3. Fair share based on benchmarks of capture rate of international outbound volumes from similar long-haul destinations
4. Based on analysis of ~30 similar long-haul, adventure-based destinations
Source: KNBS, KTS, Kenya TSA; 2015 Data based on KTSA surveys in June and December; Euromonitor 53
New Tourism Strategy for Kenya: 9 initiatives

D1 Digital
season over-crowding by: entrances, payment platforms, and
Develop new & B1 International digital infrastructure
source markets
C2 Coastal
emphasizing authentic, diverse, Improve security, cleanliness and connectivity
swaps
54
A1: Kenya’s tourists tend to be first time visitors

who stay less than 10 days for safari tourism
Current tourist profile Common negative visitor perceptions

Flight delays and cancellation
Traffic and highway congestion
57% First time visitors Secondary attractions not easily accessible
Poor cleanliness and environmental protection Kenya needs to
Unfriendly and unprofessional staff reposition its brand to
Lack of security personnel
evoke diversity, safety,
all-year availability,
61% Visit for wildlife viewing
Police demanding payment
Beach harassment
family friendliness and
value
Visitor Quotes
“I want to relax but did not feel safe at the beach”
70% Stay less than 10 days “Train service staff with service skills (politeness,
courtesy, empathy, speed)”
“Collect and dispose off garbage appropriately”
Source: TRI Exit Surveys 2019 55

A1: Kenya has many competitive advantages it can leverage as a brand

Brand elements identified through discussions with 20+ agents and operators in core source markets
Magical Kenya
“Life Changing Experience”
Diverse Authentic All-Year Sustainable
Landscapes – mountain, lake,

Community connectivity All-year travel-friendly weather Leader in conservation globally
ocean, savannah, Rift Valley
Different experiences for different

seasons – winter sun, escaping
People – tribes and cultures Warm, friendly people National ban on hunting
desert summers, February
birthing season for wildlife
Immersion into nature with

History – African roots,
experiences including walking
Portuguese, Arab, Indian, British
with rangers
Caters for all ages, family friendly
Multilingual – English speaking

with roots in Italian, Arabic
Source: Focus Groups discussions with agents and operators in core source markets (February – March 2021), Exit survey findings 56
A1: Brand matters: Malaysia’s “Truly Asia” brand increased tourist value
to the industry by 17% annually following its launch in 1999
Background: Positioning: Tourist arrivals

 “Truly Asia” brand  Rich cultural heritage Millions
 Created in 1999  A country that epitomizes Asia +12%
 Won 30 awards in a decade  Melting pot of races and religions 15.7 16.4 17.5
12.7 13.2
Messages: 10.2 10.5
7.9
 Radiant with color, throbbing with life 5.5
 Incomparable Asian feast for the senses
 Gentleness and tolerance of locals 1998 1999 2000 01 02 03 04 05 2006
 Spirit of peace and harmony
 Like going on a trip around the region in one single country
Travels expenditure
USD Millions
+17% 12,355
9,183 10,389
7,627 8,084 6,799
5,873
2,907 4,174
1998 1999 2000 01 02 03 04 05 2006
Launched “Truly
Asia" Brand
Source: Literature research; UNWTO 57


D1 Digital
source markets
C2 Coastal
swaps
58
B1: Kenya’s current destination marketing faces several challenges
Challenges identified through interviews with in-source Insights from interviews with CEOs from
market agents and operators1 major source market travel actors
Unclear source-market Source market coverage done equally Nobody is doing effective marketing in this country; tourist marketing
focus and differentiation (e.g., one person for US, UK, and EU), needs to radically change
of strategy with limited differentiation on campaigns There definitely is an off-season market in our countries but you need to
properly target these segments (e.g., honeymooners)
and market-specific strategies
Reliance on traditional Approach mainly based on marketing Roadshows are useless because the invited agents are not the highest
marketing approaches development representatives, trade visits selling ones in the source market
/ familiarization trips, destination We’ve often tried to onboard new marketing initiatives, but we’ve
always been turned down because of a lack of funding.
marketing website, and airline marketing
Unclear strategy Trade agents’ education initiatives such We’ve been selling Kenya for so many years, yet we’ve never been
communicated to trade as webinars, familiarization trips not consulted; it’s frustrating.
agents in terms of reaching the most relevant audience They [KTB] should focus on the 10-15 companies who bring more
business to Kenya; they will drive better ROI.
experiences / products to (i.e., key trade agents have never been
promote approached by KTB)
Lack of proactive Vulnerability to travel warnings, but no Kenya needs to better manage its reputation, leveraging good lobbyists
reputational management dedicated strategy to preemptively and proactively communicating to media around its crisis management.
during crises manage reputational risk …we have to use our own local contacts to get information on what is
happening on the ground; it’s very difficult to get consistent information
1. Including international and local private sector
Source: Interviews with 20+ agents and operators channeling $300 -400M+ of tourism spend from USA/Europe in Africa every year (Feb – March 2021) 59
B1: What great destination marketing looks like

International best-practices examples
Building an admired Executing end-to-end Enabling agency

tourist destination traveler campaigns partners
brand
Singapore shifted country’s perception Italy dispersed tourism demand beyond New Zealand found and enabled B2B
away from solely being a business main national tourism hubs through brand ambassadors to “sell” to their
destination through marketing luxury itinerary creation, supported by online peers by giving them the experience to
holidays, capitalizing on success of content, and agent/ public education encourage other agents
Crazy Rich Asians
Growth of 70% in bookings, visitors,
+60% increase in annual visitors +40% increase in annual visitors and revenue
Source: Results experienced by a leading travel conglomerate 60

B1: Tourism departments typically spend $7 per

tourist on destination marketing; less mature tourism
sectors have higher budgets per tourist
Comparable countries5
Country Public marketing spend/ tourist arrival, USD Total public marketing spend , USD M, 2019
Costa Rica3 23.0 72 East and Southern African
Sri Lanka3 17.6 34
countries have a significantly
Ireland3 17.2 189
Singapore2 12.2 33 lower marketing spend
Hungary 1,3 11.7 201 compared to global
Australia3 11.3 107 destinations
Mauritius3 10.9 15
Egypt1,3 10.3 101 Countries that have recently
South Africa 7.1 73 reviewed their tourism
Morocco3 6.9 89 strategies (e.g., Costa Rica,
New Zealand 6.5 73
Ethiopia3 5.9 5
Singapore, Sri Lanka) have a
Jordan 5.3 24 marketing spend per visitor that
Uganda1 4.4 8 is almost 6x greater than
Japan 4.3 137 Kenya’s
Maldives 3.9 7
Canada3 3.4 76
Kenya 3.2 6 Interviews insights
Tanzania4 2.8 4
Botswana1 2.7 4 “Marketing in this country has been
Portugal1 2.3 53 poor, with limited online presence in
Tunisia1 2.2 19 our market, where digital platforms
Malysia 0.9 24 are a key B2C connector
Croatia3 0.5 10
Netherlands
- International tour agent from a
0.5 10
key source market
Ø7 Ø 55
1. FY2018 – 2. FY2020 – 3. Refers not only to marketing expenses, but mostly includes the entire tourism budget – 4. FY2014 – 5. Based on maturity / offering
Source: OECD, UNWTO, Press search 61

B1: Kenya could focus on 5 source markets,

with USA, UK, China, UAE, and Saudi Arabia as
short-term priorities (1/2)
Source markets can be prioritized Kenya could thus prioritize 5 markets

along 2 main criteria across 3 categories in the short-term Key takeaways
Short-term priorities Medium-term priorities Kenya may start by launching

tailored marketing campaigns for
Proximity Historical relationship (i.e., long-
the 1-2 countries with highest
lasting / relatively new / no Key traditional markets
potential within each category
significant penetration)
USA Canada
Given limited marketing spend,
Fair-share potential (i.e.,
United Kingdom Germany prioritizing marketing budgets is
penetration versus other East
critical to successful outreach. Other
African countries)
France source markets should still be
Other proximity indicators (e.g., engaged but marketing focus should
geographical, cultural) be in prioritized countries.
France
Emerging high potential markets
Traditional markets such as Italy,
China Canada India Switzerland, and Japan could be
Value-at- Total outbound market potential deprioritized in terms of specific
(i.e., current market size in value
stake and expected growth by 2030)
initiatives given relative saturation
High potential new markets (fair-share captured) and slow
growth expected (i.e., ~1%
UAE South Korea expected average annual growth by
2030)
Saudi Arabia
Source: KTSA; Euromonitor; Industry interviews (Feb. 2021) 62

B1: Kenya could focus on 10 source markets, with USA, UK, China, UAE,
and Saudi Arabia as short-term priorities (2/2)
High Medium Low
Historical % Kenya inbound Volumes Fair-share Other Expected total outbound Exp. CAGR
Country relationship1 leisure revenues, 2019 CAGR 15-19 potential2 proximity market, 2030, USD B3 19-303 Final prioritization
USA Traditional 19% 28% 416 2%
UK Traditional 11% 22% Historical 112 2%
China Emerging 7% 60% 451 7%
India Emerging 6% 48% Historical 37 7%
Germany Traditional 5% -3% 153 2%
Scandinavia Traditional 4% 21% 53 2%
Canada Traditional 3% 30% 57 2%
Italy Traditional 3% 17% 25 1%
France Traditional 3% 30% 54 1%
Australia and NZ Traditional 1% n/a 53 3%
Switzerland Traditional 1% n/a 25 1%
Israel Traditional 0% n/a 15 4%
Japan Traditional 0% n/a 38 1%
Netherlands Traditional 2% n/a 40 2%
South Korea New 1% n/a 42 2%
UAE New 0% n/a Geog. 5 2%
Saudi Arabia New 0% n/a Geog. 41 3%
Kuwait New 0% n/a Geog. n/a n/a
Rest of Europe Traditional 10% 32% n/a n/a
Other Asia Emerging 3% n/a n/a n/a

1.Indicated by (i) current share of revenues and (ii) historical CAGR (i.e., higher CAGR indicating emerging markets)
2.Realistic target market share based on what peer-countries currently capture
3.Based on Tourism Recovery Model
Source: KTSA ; Euromonitor 63
B1: 5 initiatives could maximize value captured from each type of priority
source markets
x Addressed in other sections of this document

a Rethink marketing • Develop tailored plans and invest in local presence, disclosing agenda in advance to create transparency
approach • Expand non-traditional marketing approaches, focusing on social media and niche influencers
Protect and maximize value • Strengthen relationship with trade, providing richer content on experiences to promote
from key traditional markets • Develop proactive crisis management (e.g., establish Magical Kenya as single source of truth, better
communicate with industry and media, engage with embassies to preempt advisories, hire PR company in
(e.g., US, UK) source-markets during crisis)
b Develop dedicated • Focus on segments combining highest discretionary spend and appetite for Kenya: sophisticated
end-to-end travelers, wealthy parents with children, elite young professionals
Boost penetration in marketing and • Build partnership with most relevant distribution partners (e.g., WeChat, luxury agencies) and work closely
emerging high potential with local communication agency (e.g., Dragon Trail) to push tailored marketing content through social media /
offering campaign other relevant channels
markets (e.g., China) for China
• Encourage actors to develop an authentically Kenyan yet distinctly Chinese offering
c Develop awareness- • Run market analysis to identify priority segments (e.g., local families and high-income expatriates) and their
raising campaign in preferences and pain points, combined with international best practices on how to capture them
Diversify into high potential new markets • Launch tailored marketing campaign to gain visibility (e.g., showcase Arabic heritage, focus on religious
new markets (e.g., UAE, holidays) and engage with communication / distribution partners (i.e., those driving most business to Africa /
comparable destinations)
Saudi)
• Encourage private sector to tailor its offering (e.g., halal food)
d Launch niche • Engage with specialized media and trade partners to market niche experiences (e.g., international
experiences-specific marathon-runner associations, local bird watching clubs) and provide content and contacts for classic trade
Attract source market- partners to sell those experiences or redirect their clients to the right expert agents – Refer to initiative C3
communication
agnostic niche experiences
travelers e Set up the enablers • Improve e-visa website functionality, minimize visa queue, consider visa exemptions (e.g., through bi-
lateral agreements)
64
B1a: Rethink marketing approach: four initiatives

ILLUSTRATIVE CASE EXAMPLES
Detailed further
Actions Details International examples

i Develop tailored Provide visibility on marketing strategy to major channels South Africa – South Africa Tourism
maintains an office in New York
plans and invest in Tailor marketing plan for each priority source market, based on impact-monitoring
local presence Invest in more consistent presence in priority markets
ii Expand non- Partner with international marketing agencies, explicitly measuring converted leads Singapore – Activated influencers to
bring luxury itinerary to life (sent 4
traditional marketing Potentially invest in joint promotion campaigns influencers to Singapore with
approaches, Increase investment in digital channels (especially social-media) and buzz-oriented
Singapore Tourism Board)
especially digital initiatives (e.g., high visibility influencers for market promotion)
Measure marketing campaigns ROI through surveys, page hits, conversion analysis
iii Strengthen Identify top 30 operators that drive the most revenues to Kenya / Africa in each high- Italy – Dispersed tourism demand
priority source market beyond main hubs through itinerary
relationship with the creation, supported by online content,
trade, providing Provide targeted materials on new experiences to market (e.g., underserved and agent/public education
richer content parks)
South Africa – Reinforced relationship
Maintain co-creation relationship: create business opportunities and involve trade with trade, offering spots in travel
partners in creating go-to-market plans shows
iv Develop proactive Establish MoTW and KTB as single sources of truth Sri Lanka – Launched mass
campaigns following 2009 bombings to
crisis management Proactively engage with embassies, media, and industry players to preempt protect the industry
strategy advisories and biased communication during crisis
Source: Industry interviews (Feb -March 2021) 65

Ideas: International source markets – tailored marketing NEW TOURISM STRATEGY FOR KENYA 2021-2025
B1: Deep dive: developing a tailored marketing messaging

A diverse, authentic, and sustainable all
-year destination
Niche experience
Core marketing messages marketing
The Migration, a life changing Four coastal zones to attract Unique experiences within Diverse and bespoke niche
experience a diverse beach tourist Kenya’s non-traditional parks experiences
and conservancies
Market anchor product using Market diverse coastal zones : Market diverse and unique
new channels to attract a more • Multi-experience itineraries in Market diverse unique nature niche experiences through
discerning, high value traveler Mombasa and community-based specialized channels (e.g.,
experiences found in Kenya running with Kenyan Marathon
• Eco-friendly exclusive and such as walking/ riding with runners)
secluded getaways in Lamu rangers and endangered animal Refer to initiative C3
• Adventure sporting in Malindi tagging
/ Watamu
• Family friendly, multi-
entertainment offers in Diani
66
Ideas: International source markets – develop China NEW TOURISM STRATEGY FOR KENYA 2021-2025
B1b: China is the biggest and one of the fastest growing outbound
markets, with a growing high-end segment
Top 10 outbound travel markets globally, 20171, million trips China outbound travel market,3 $B
xx% 2017– 24E CAGR, % Super high-end High-end Mass
9.1% 2.4% 2.8% 2.6% 3.4% 2.1% 2.4% 5.3% 10.2% 2.9% 4.5%
+8% p.a.
275
20%
169
1,007 34%
1432 23%
21%
92 88
71 46%
56%
33 32 29 26 24 21
China Germany USA UK Canada Italy France Ukraine India Sweden RoW 2013 2019
1. Numbers include business trips

2. Includes trips to Hong Kong, Macau and Taiwan
3. Super high-end market refers to individuals with an investable asset > 10 M RMB ($1.4M); high-end market refers to individuals whose household
disposable income > 222k RMB ($31,000), mass refers to the remaining market
Source: Euromonitor Statistics; World Bank Statistics ; UNWTO, Globaldata, China Tourism Statistics Bulletin, National Tourism Administration, Industry 67
interviews
B1b: China travel cycles differ from traditional peak,

creating opportunity to bridge low season capacity
Monthly trip volume as % of total annual volume, 2019
Chinese global outbound trips Key insights

International tourist arrivals in Kenya
Chinese tourists typically
travel internationally during
Chinese China longer holidays i.e., around
New Year National Day Chinese New-Year in
12 Jan/Feb, National Day in
October, and school
10
holidays
8 Their travel cycles thus
differ from Kenya’s
6 traditional source markets
like the US, which could
4
help mitigate current
seasonality
2
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Source: Euromonitor; TRI, Tourism Sector Performance Report, 2019 ; Interviews with international experts and local stakeholders (February 2021) 68
B1b: International efforts to target Chinese tourists have been

successful by building on specificities of the source market
Key success factors derived from international experiences
Success factors International case examples (illustrative)
Understand Chinese market to target the most Abu Dhabi – +32% Chinese visitors 2016-18 thanks to tailored measures
(e.g., free tourist visa on arrival, dedicated staff trainings)
relevant segments and create an authentically
local yet distinctly Chinese offering
Spoil the digitalized Chinese with a seamless Mauritius – Allowing Chinese travelers to pay through Alipay
digital-enabled traveler experience
Leverage Chinese travel-related social media Singapore, Dubai, New Zealand – About 30 Tourism Boards from top
Chinese outbound tourism destinations have set up WeChat mini
platforms (e.g., Weibo, WeChat) to reach a
programs
broad audience
Scale with the right channel partners, engage

users with direct channel (e.g., WeChat)
Source: International expert and local stakeholder interviews (Feb. 2021) ; Case studies 69
B1b: Kenya is under-explored by Chinese tourists,

given 4 main barriers
NON-EXHAUSTIVE
Identified barriers Implications for Kenya

Kenya is currently attracting
Awareness / “Many Chinese still view Africa as Conduct strong communication efforts, less than 0.05% of
Perception underdeveloped and don’t realize the especially through partnerships with local
amazing things it has to offer. Kenya communication specialists / influencers and travel
Chinese outbound tourists
needs to paint a different picture.” agencies
Strong and targeted
communication efforts
Accessibility Sub-optimal connectivity (e.g., ~50 Improve flight connectivity (e.g., more slots to
flights per month on average vs ~120 for alternate airlines) and facilitate entry (e.g., are key to increase
Ethiopia) facilitated visa procedures) attractiveness
Offering Lack of tailored services and Identify Chinese travelers needs and adapt
relevance amenities (e.g., Mandarin is a must offering accordingly, either directly or through
have) private actor incentivization
Design “intensive” packages to make the most
of the trip (e.g., multiple countries in one trip)
Marketing Low marketing differentiation, yet Specifically target higher-end travelers (e.g.,
relevance mass market usually cannot afford the high quality and niche offerings, form dedicated
cost (e.g., minimum USD 3k per person partnership with luxury travel agencies)
packages excluding flight) nor the time
Specifically target segments with greater
to travel to Kenya (long holidays are rare
ownership on their schedule or long holidays
in China, except around Chinese New
(e.g., carefully time major marketing campaigns)
Year in Jan/Feb and National Day in
October)
Source: Local and Chinese market industry interviews (February 2021) 70
B1b: How Kenya could attract Chinese travelers

Encourage the development of an
Focus on the more affluent Leverage local partners for a authentically Kenyan yet distinctly
Chinese travelers dedicated go-to-market strategy Chinese offering
Focus on sophisticated travelers, wealthy Run China-centric direct-to-consumer Translate travel information – especially
parents with children, elite young marketing campaign: around COVID-19 – and signage in Mandarin
professionals
• Ensure Chinese version of Magical Pilot development of an end-to-end Chinese-
Develop tailored marketing content Kenya is active and up-to-date tailored experience in collaboration with
(e.g., campaign emphasizing family- selected KWS parks and 2-3 private actors
• Increase presence on local social
friendly destination, “once-in-a-lifetime
media with high market penetration Maximize opportunities around China’s peak
adventure” for the elite)
(e.g., WeChat mini program, travel times (e.g., create a special event around
Mafengwo) Chinese New-Year)
• Engage and offer ‘proto’ trips to Support capability building (e.g., special
influencers training programs for rangers, reinforced
Mandarin at Utalii)
• Partner with a local communication
agency (e.g., Dragon Trail partner) Design guidelines to help local stakeholders
adapt their offering to appeal to Chinese (e.g.,
Partner with local luxury / trendy
through public-private working group)
agencies to drive indirect sales
Identify incentives to encourage local private
Collaborate with private sector to align
stakeholders to cater to Chinese (e.g.,
messaging
incentivize infrastructure refurbishment)
Source: International expert and local stakeholder interviews (Feb. 2021) 71


D1 Digital
source markets
C2 Coastal
swaps
72
B2: Though small, domestic markets provide

resilience and social benefits; regional markets could
be deprioritized due to size
Affluent travel Budget domestic travel
2019 African countries by Total addressable

population who can afford to 2030 African countries by annual market2, Domestic market , though
travel to Kenya, population who can afford to M individuals annually small, is important to address given
M individuals 2019 travel to Kenya, M individuals 2030 2020- 2030 higher resilience during downturns
and the social benefits associated
Egypt 9,0 Egypt 23,8 with domestic travel (e.g., education,
sports, greater awareness of
South Africa 5,0 South Africa 6,6 Regional protected areas)
Nigeria
Morocco
3,0
2,0
Nigeria
Morocco
3,9
3,5
3-4 Regional market is relatively
small and fragmented, with total
maximum addressable market of
Angola 0,2 Angola 0,4 3-4M (with likely a much smaller
capture rate) and only 10% in
Tanzania 0,1 Tanzania 0,2 Domestic
Kenya’s neighbors
Uganda 0,1 Uganda 0,3
2-3 Regional market could be
deprioritized, particularly given
South Sudan 0,1 South Sudan 0,1 investment required in flight
connectivity / visa procedures might
Ethiopia 0 Ethiopia 0,1
not have sufficient returns. However,
Kenya 1 0,9 6,6 7,5 Kenya 1 2 12 14 smaller initiatives (e.g., offer
discounts if regional MICE travelers
Total 27,0 Total 53,4 extend their stays for leisure) could
be considered
Note: Affordability defined by # individuals in households with USD 80k+ PPP household income
1. Kenya domestic budget affordability to travel defined by household income over USD 22k PPP
2. Assuming inbound travel to Kenya every 10 years, domestic affluent travel every 2 years, and domestic budget travel every 5 years
Source: CityScope Database 73

B2: Domestic tourism has been growing in

recent years in Kenya
Annual domestic bed nights1, millions Key takeaway

Growth in domestic tourism could be
+11% p.a. 4.8
4.6 explained by:
+5% p.a. 3.6 • Growing middle class and young
3.5
2.9 3.2 employed population
2.6 2.8 2.7
• Increased accessibility (e.g., car
ownership, domestic airline capacity from
1.95M departures seats in 2010 to 5.18M
in 2019)
• Uptick in local packaged tours
2011 12 13 14 15 16 17 18 2019
Domestic expenditure , USD millions, current prices

However, real growth might have been
+3% p.a. partially inflated by improved data collection
+5% p.a.
297 294 273 273 276 295 311

227 264
2011 12 13 14 15 16 17 18 2019
1. Key indicator considered by KTB to measure domestic tourism volume
Source: KTB; TRI; Kenya Economic Survey, 2019 74

B2: The seasonality of domestic tourism differs

from that of international tourism
Kenya
Domestic bed nights, thousand 2015 2016 2017 2018 2019 Key takeaway
Rainy season School break School break End of year
Domestic tourism
500 seasonality is mainly driven
400 by school holidays,
300
weather conditions and
availability of disposable
200 income
100
Targeting domestic tourists
0 could represent an
opportunity for Kenya to
International tourist arrivals, thousand bridge occupancy gaps
300 during lower seasons for
international markets (e.g.,
200
March, November)
100
0
Source: KTB, TRI 75

B2: Domestic tourists travel more to alternative

parks than international visitors
Number of entries in KWS parks, 2019, 000s
Domestic (including citizen and residents) Non-residents Creating and marketing new
experience “circuits” (e.g.,
937 435 86 695 adventure, cultural, eco-
2% warrior) could help further
increase domestic tourism
21%
while supporting growth of
38%
49% underserved parks
98% Interviews insights

79%
62% The adventure segment is
51%
picking-up very fast, especially
amongst younger domestic
tourists
Flagship 1 Adventure 2 Classic (wilderness)3 Edutainment 4 – KWS
1. Lake Nakuru NP, Nairobi NP, Amboseli NP, Tsavo East NP, Watamu Marine Park and Reserve, Kisite Marine P.
2. Hell's Gate NP, Mt. Longonot, Aberdare NP, Mombasa Marine NP, Malini Marine NP, Mt. Kenya NP, Shimba Hills NR, Oldonyo NP, Mt Elgon NR,
Kakamega Forest NR, Marsabit NR, Mwea NR, Kiunga Marine NR, Chyulu Hills NP, Central Island NP, South Island NP
3. Tsavo West NP, Meru NP, Ruma NP, Ndere Island NP, Sibiloi NR
4. Nairobi Mini Orphanage, Kisumu Impala Sanctuary, Nairobi Safari Walk, Saiwa Swamp NP – NB: this is driven largely due to large group school trips without
an overnight stay
Source: KWS 76
B2: The Kenyan domestic market could be segmented into 5 main

profiles with different characteristics
Growth Avg. annual

Category Profile Specific travel preferences trajectory1 spend, Ksh
Youth 18-34  Budget accommodation (e.g., dormitories, camping) 1,500 – 10,500 per
Low budget  Public transport (e.g., bus, minivan) person, assuming 500 –
3,500 pppd and average
Urban  Day trips, within vicinity of main cities
trips 3 day-trips / year
Relatively flexible schedule  Exploration of new places, fun and adventure, cultural immersion,
Fastest growing segment in terms of relative environmental awareness
demographics  Digital channels / social media for awareness, information, and booking
Families Upper middle / Middle class families  Relatively low-budget and family friendly accommodation (e.g., 55,000 – 90,000 per
(75-120 Ksh monthly household income) self-catering cottages, family rooms) family, assuming 15-20k
Schedule constrained by school  Experiences tailored to both the family and individual needs: for a week-end park trip
holidays and availability of disposable educational activities for children, rest for parents and 40-70k for 4 days
income holiday at the beach
 Comfort-zone (e.g., well-known parks, ease of travel)
 Accessibility with own private car
FITs Upper middle class (120K+ Ksh/month)  High quality service (similar to mid/high tier international travelers) 150,000 – 300,000,
Urban that needs to be competitive with international offering assuming average spend
 Bespoke experiences with appetite for wellness and cultural of 100-200k for new-year
Diversity of sub-profiles: couples / single
experiences trip abroad, and 50-100k
(incl. growing women traveler segment)
for a 4-day beach holiday
Relatively flexible schedule
School Not prioritized in the context of this study given relatively low -value
children Catering to this segment could be important to (i) encourage their parents to travel and (ii) build the future generation of travelers
Regional Not prioritized in the context of this study given expected slow recovery from COVID -19 crisis
MICE Initiatives could be implemented to drive more value from this segment in the longer term (e.g., discounts on air travel for companion, rebate on extended stays)
1. Pre- COVID-19 crisis
Source: Press search, local industry interviews (Feb 2021); KNBS, Kenya Economic Survey, 2019 77
B2: Kenya could encourage domestic travel trough different initiatives

tailored to each segment
PRELIMINARY, FOR DISCUSSION
Objectives Potential initiativesto consider
a Encourage youth to Build a popular youth-oriented travel operator to develop and market end-to-end year-round
travel more often, youth offering in partnership with experience providers (including adventure activities, affordable
especially to and convenient bus services, budget accommodations)
underserved areas
b Encourage families to Create 2-3 days packages during long week-ends / school holidays
travel more often to Refurbish KWS family-friendly cottages
underserved areas and
during low-season Disclose holidays in advance and push to create new long weekends
Launch marketing campaign to promote diversity and accessibility of natural / cultural heritage
c Increase local FIT’s Launch a dedicated marketing campaign to showcase diverse and bespoke experiences and
average spending per encourage low-season trips
trip Partner with and educate high-end travel agencies on new experience offering
78

D1 Digital
source markets
C2 Coastal
of tourism-related infrastructure, e.g. PPPs
protected areas, e.g. Project Finance for
swaps
79
Ideas: Parks & reserves NEW TOURISM STRATEGY FOR KENYA 2021-2025
C1: 5 initiatives could help make our National Parks and Reserves
an all-year-round destination
b Addressed in other sections of this document
Enforce standards in
parks and reserves to
a remove low quality c
offerings Improve marketing
Reduce overcrowding of parks & reserves in
through (i) seasonal source markets,
pricing and (ii) particularly emphasizing
potentially capping the diversity of
the number of visitors experiences (e.g.,
in high-volume parks walking with rangers,
and reserves horse-riding, cultural
Make our National Parks
interaction)
and Reserves an all-year-
round destination Refer to initiative B1
e d
Increase protected Develop

area by investing in infrastructure in high-
more land or marine priority underserved
area under parks (including roads,
conservation signage)
Refer to initiative D3 Refer to initiative D3
80
C1a: Seasonal price differentiation during peak months

could reduce peak season overcrowding
Monthly number of visitors in the Mara (2018), 000s
Non-Resident Resident Citizen Carrying capacity1 Using an indicative carry
capacity analysis, MMNR
The Great Migration exceeds its carrying capacity
(July – Aug) by ~100% during peak
months
60
54
Interviews insights
“The Mara is an excellent all-year
destination. You will see a full range
of wildlife at all times and we also
31 have other events like the calving
28 32 season. It is a matter of marketing
27
23 strategically and being targeted in
communication about off-season
14 offers.”
12 13 11
9 - International tour agent from a key
9
source market
“If the Mara plan had come through

Jan Feb March April May June July Aug Sep Oct Nov Dec ten years ago we would have not had
the poor media exposure last year
2018 [around overcrowding issues]”
1. Calculated as (area x correction coefficient) / normative area; Area: Park size in sqkm; Correction coefficient: Between 0.5 and 1, depending on assessed
- Local conservancy leader
environmental sensitivity of a given region; Normative area: sq km per visitor, fixed at 1.4 sq km/visitor
Source: TRI, Tourism Sector Performance Report, 2019; Interviews with international experts and local stakeholders (February 2021) 81
C1a: Moreover, 5 KWS parks generate ~80% of revenues

Top 5 parks by revenues
Visitors #, 2019 Share of

Park revenues, 2019, 000 Ksh (000s) international
Amboseli N.P. 1,045,238 192 64%
Lake Nakuru N.P. 701,774 233 35%
Tsavo East N.P. 695,021 178 61%
Nairobi N.P. 452,793 208 37%
Tsavo West N.P. 245,544 61 48%
Aberdares N.P. 154,707 47 48%
Hell’s Gate N.P. 137,817 166 17%
Mt. Kenya N.P. 108,475 25 34%
Nairobi Mini Orphanage 86,053 385 3%
Watamu Marine Park and R. 74,457 73 53%
Kisite Marine Park 52,667 53 50%
Kisumu Impala Sanctuary 50,652 307 1%
Meru N.P. 42,727 18 14%
Nairobi Safari Walk 40,999 123 7%
Mt. Longonot N.P. 30,357 60 10%
Shimba Hills N.R. 26,171 24 35%
Mombasa Marine N.P. & R. 17,959 41 19%
Malindi Marine N.P. & R. 13,828 29 18%
Others1 23,711 54 5%
1. Mt. Elgon, Oldonyo, Kakamega, Ruma, Marsabit, Sibiloi, Saiwa, Mwea, Ndere, Chyulu, Central Island, South Island, Kiunga
Source: KWS 82
C1a: Top 5 KWS parks also show strong seasonality,

with ~ 50% revenues generated over July-October
Monthly revenues, 2019, M Ksh
Amboseli Nakuru Tsavo East Nairobi Tsavo West
200
Key takeaways
30% revenues of the top 5 KWS
parks by revenues are
150 generated in July-August and
another 20% between
September and October
100 And important part of addressing

overcrowding issues therefore
needs to involve shifting
visitors to more underserved
50 parks
0
~50%
1. Pre-COVID-19 daily entrance fee for non-residents
Source: KWS 83
C1a: Seasonal pricing could have 4 main objectives
Four main objectives How this translates into pricing options

Reroute tourists (a) from  20-40% higher fees charged in high season for residents and non-residents
over-crowded premium
parks to other high-potential
parks and (b) from high
season to low season
Strengthen branding and  Pricing only applied in first phase to over-crowded, premium-ready parks (e.g.,
reduce over-crowing in Amboseli and Nairobi NPs); once infrastructure and tourism is developed in other
selected premium parks parks (e.g. Tsavo, Nakuru), pricing could apply there over time
Secure resources for KWS  The seasonal pricing (in combination with cap on visits) would be revenue
conservation mandate by neutral to positive for KWS; however, primary intention is not to increase
managing the total revenues revenue in premium parks, but rather divert visitors to other parks and drive
revenue gains there
Maintain affordability of  Seasonal pricing to be given only to non-residents and residents while
national parks to citizens to maintaining lower prices for citizens
encourage their
participation in tourism
economy
84
C1a: Option to introduce seasonal pricing for

Maasai Mara, Amboseli and Nairobi National Parks
Current and potential new daily park fees1, USD
OPTION FROM APRIL 2021 – MAY NOT REPRESENT LATEST
XX Regular fees (outside of 2020-21 COVID-19 reductions), USD rounded XX Optional high season price (June-October) for 1st priority park
The three highlighted parks
Second priority for seasonal pricing once product has been approved
suffer from over-crowding,
Citizen Residents 2 Non-Residents particularly during peak season
Parks and reserves, Student/ Adults Student/ Student/ Lake Nakuru and Tsavo East/
by type Adults Child Child Adults Child West could also be candidates for
Maasai Mara NR 10 3 12 50-70 5 25-30 70 150-400 40 80-200 seasonal pricing but with a weaker
case:
Amboseli NP 9 2 10 20-25 5 10-15 60 80-110 35 40-60
• Increasing Tsavo fees could be
Nairobi NP 4 2 10 20-25 5 10-15 45 60-100 20 30-50 considered once visitor
5 2 10 5 50 35
numbers are up
Tsavo East NP
• Due to reduction in flamingo
Tsavo West NP 5 2 10 5 50 35
numbers, Nakuru has become
Lake Nakuru NP 9 2 10 5 458 35 less of a premium in recent
years
Scenic/Special interest (A) 3 3 2 6 3 25 15
To make pricing truly seasonal, at
Wilderness parks (B) 4 3 2 10 5 45-50 25-35 least 20-40% price differential
Scenic/Special interest (B) 7 3 1 6 3 20 15 for residents and non-residents
(and potentially up to 5 times)
Sanctuaries5 2 1 3 2 20 15 would need to be considered, in
Marine parks6 1-2 1 3 2 15 15 line with hospitality seasonal price
1.Regular fees before temporary reductions for 2020-2021 due to COVID-19 crisis ; Single-entry fee valid for 24h of continuous uninterrupted stay inside a park /
differentials in Kenya (which vary
reserve / sanctuary 2. Including African Union 3. Hells Gate, Elgon, Ol-Donyo Sabuk, Mt. Longonot 4. Meru, Kora, Aberdare, Mt Kenya (Kihari gate) 5. Nairobi 20-40% between low-and-high
Orphanage, Kisumu Impala, Nairobi Safari Walk 6. Kisite Mpunguti, Malindi, Watamu, Mombasa, Kiunga 7. All other parks and reserves 8. KWS planned price
reduction to 43 USD season)
Source: KWS 85
C1a: At a later stage, Kenya could cap daily number of

visitors allowed in high-volume parks, using an online
ticketing system
International examples
Peru – Limited number of
half-day entry tickets to the
Machu Picchu in an effort to
protect the ruins
Digital ticketing Compulsory Cap on daily number Non-transferable China – Maximum 80k daily
system development booking in advance of tickets booking visitors allowed in The
Digital platform for Obligation to book park Cap on numbers Non-transferable booking Forbidden City of Beijing to
National Parks and entry tickets in advance to determined against tagged against unique limit overcrowding; online
Reserves tickets booking manage influx and optimal park capacity identification (Personal ID ticket purchase; discounted
prevent fraud at gate or Passport number) to prices in low season
Tickets showing all Split against number
relevant details of prevent ‘ticket scalping’
allocated for residents
by large tour operators to Australia – Maximum 400
travelling party including and non-residents
block book peak season tourists allowed to visit Lord
unique ID, validity date
allocations Howe Island at any one time
Cost showing breakdown
of fees including portions Bhutan – ~140k tourists let in
allocated for conservation the country each year with
and park development compulsory visa/ trip booking
through a licensed Bhutanese
tour operator and minimum
daily package price
Source: Press research; Machu Picchu’s official website ; Interviews with international experts (Feb -March 2021) 86
C1a: Combined seasonal pricing and cap on visitor

number could be revenue-neutral to positive
ESTIMATES Carrying capacity(P) 1 Current park visitors (as of 2019)
Modeled visitors based on new capping and pricing
Capping volumes of visitors in
2019 and modeled monthly visitors by park/reserve
, 000s visitors Total , Associated priority parks could reduce the
000s revenue2, overall number of visitors but
Maasai Mara 54
60 M USD should not negatively impact
overall revenues if combined
32 32 32 28 32 32 31
27 23 32 291 14.2 with a seasonal increase in prices
9 12 13 11 14
9
260 21.6 – 49
Main Assumptions
Amboseli 28
33
Visitor numbers capped to carrying
19 18 capacity
16 15 13
13 11 13 13 13 13 11 13 192 7.6 Maasai Mara: volumes lost in July/August
9
6 13
partially redistributed in shoulder months of
143 6.4 – 7.6
June, September, and October. (up to
maximum monthly carrying capacity)
Nairobi NP 20
23 21 Amboseli: volumes lost in February and in
17 19 17
15 17 16 15 June to October partially redistributed in
14 14
10 10 10 10 10 10 10 10 10 10 10 10 March and April (up to maximum capacity)
10 208 3.8
Increase in prices from June to October,
120 2.6 – 3.4 for residents and non-residents (including
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec African Union citizens) of 2-6 times in the
1. Proxy figures: Calculated as Park area / Normative area
Maasai Mara; and 30-150% in Amboseli
a. Area: Park size in sq km and Nairobi NPs
b. Normative area: 1.4 sq km / visitor for Mara, 0.7 for Amboseli (1.5 correction coefficient applied to account for the fact that ~50% of visitors only spend half a day in
the park), 0.35 for Nairobi NP (4 correction coefficient applied as most visitors spend only 3-4 hours in the park, allowing for 4 shifts a day) Assuming no drop in visitor numbers due
2. Range depending on price increase scenario to increased prices
Source: TRI, Tourism Sector Performance Report 2019, Industry interviews (March 2021), De Gruyter, Fruska Gora, KWS 87
C1a: An increase in park fees and/or cap needs to be accompanied

with strong and on-time communication efforts
Potential initiative components Related actions

Provide advance notice to – at least 1
Inform main stakeholders as soon as possible (e.g., hotels, trade partners)
avoid confusion with year in advance of price change (as booking typically happens 6-9 months in advance)
bookings already made Regularly advertise in media and on Magical Kenya and KWS websites
Make sure that new park fees are updated on KWS and partner websites and
documentation
Consider a staged increase – for example, ½ of increase in July 2022 and next ½ a
year later
Clearly state underlying Launch a dedicated communication campaign through press and social media, based
reasons on facts proving the necessity to reduce parks overcrowding for ecological purpose
Permanently shift marketing messaging to position current high-volumes parks as
premium destinations (and upgrade experience accordingly1) with a “once in a lifetime”
experience
Create transparency around Provide clear percentage / dollar amount that is given back to conservation and
how park fees are spent communities on each park entry fee
and contribute to Communicate on specific investments made thanks to entry fees (e.g., school building)
conservation / communities Issue audit reports publicly available on KWS website
1. Refer to C1b
Source: Interviews with international trade agents and local sector stakeholders (Feb/March 2021) 88
Ideas: Parks & reserves – standards and enforcement NEW TOURISM STRATEGY FOR KENYA 2021-2025
C1b: Better standards in National Parks and Reserves could remove

low quality offerings
Strengthen development Restrict type of

Upgrade guiding standards
requirements for properties vehicles allowed
Redefine requirements for property Set-up criteria for the type of Upgrade standards and adjust curriculum:
development: vehicles allowed in the parks: • Create a working group involving Ministry of
• Maximum number of beds per acre • No 2-wheel vehicle drive Education, KWS, KATO, TRA, approved
• No new properties greater than 30 beds • No mini-vans colleges, selected tour operators, and other
relevant stakeholders to agree upon higher
• Environmental standards (e.g., distance from • Earth colored only; no white guiding standards
protected areas, share of natural material vehicles
and renewable energy, waste disposal) • Update curriculum and exams accordingly
• Community development and employment Ensure compliance:
Rigorously audit properties against these • Systematically monitor guides’ licenses upon
requirements using a multi-organizational entry
team (including NEMA, KRA, TRA) • Include regular capability evaluation for license
• Convene multi-party audit taskforce to renewal and conduct anonymous guide checks
review properties against agreed-upon Potentially create more park / experience specific
requirements expert licenses and curriculum and introduce
• Close non-compliant properties or provide minimum expert quotas for park guiding
penalties
Strengthening requirements and better enforcing them is expected to reduce capacity, especially from ‘bad actors’ and thus improve visitors
experience while better controlling environmental protection. Tanzania has similar restrictions and measures in its wildlife areas
89
Source: Interviews with local stakeholders (Feb -March 2021) ; MMNR Management Plan Final Draft, July 2011

D1 Digital
source markets
C2 Coastal
swaps
90
C2: Kenya’s coast has seen a decline in tourist numbers1

and a steady loss of market share to peers
Occupancy Rate, Key reasons for this decline

Bed numbers and occupancy rate in the coastal region, Kenya
%
based on tourist exit surveys
3,400,000 100 and industry feedback include:
3,200,000
90  security issues – both
3,000,000
perception that coast is a
2,800,000
2,600,000
80 high-risk destination due to
2,400,000 70
international travel advisories
2,200,000 and also perception of lack
2,000,000 60 of security on the beach itself
1,800,000 (due to harassment)
50
1,600,000
 poor infrastructure – lack
1,400,000 40 of international flight
1,200,000
1,000,000 30 connectivity, congested
800,000 roads
20
600,000  beach cleanliness – litter on
400,000 10 beach
200,000
0 0  deteriorated tourism
2011 2012 2013 2014 2015 2016 2019 assets – derelict properties
on prime beachfront
Source: CEIC, Zanzibar Commission for Tourism - Tourism Statistical Release 2019, Jumia - Hospitality Report Africa 2019, Tourism Regulatory Authority -
Coast Tourism Transformation Strategy 2017, Cytonn - Kenya Hospitality Sector Report 2016, Mathematica - Evaluation of the Zanzibar Interconnector Activity:
Findings from the Hotel Study 2015, Zanzibar Coastal and Marine Tourism Plan 2012
91
C2: Zanzibar succeeded in becoming a flagship

tourism destination (although recent growth is
threatening overall experience)
Value proposition Number of direct flights per month : >50 >10 <10
Key success factors
Top attractions1 : scenic beauty (45%), marine activity (14%), UNESCO Investment attraction (e.g., Zanzibar Investment
World Heritage Old Stone Town (8%), arts and culture (8%), and Promotion Authority, Diaspora homecoming
friendly people (7%) conferences)
Development of various activities (e.g., deep sea fishing) Active brand -building (including UNESCO,
ecotourism)
500+ hotels totaling ~7.5K rooms, with a mix of asset class and a
few brands (e.g., new 5-star opened in Jan.) Infrastructure improvement (5-star hotels, roads)
Good connectivity through international airport
100+ tour operators
Synergies with other segments, as many tourists also
International airport , among biggest in East Africa (27 direct flights to go on safaris in mainland Tanzania
15 countries in Africa, Europe, Middle East)
Source markets diversification (e.g., Poland, Russia,
Israel)
Performance, 2019
Emphasis on safety (increased patrols in tourist
500K + tourist arrivals, 90% for leisure purpose attractions, diplomatic police unit)
Strong government support along with private sector
USD 320 ADR implication
65% Occupancy rate, with low seasonality Challenges
Zanzibar (ZNZ)
30% contribution to GDP, 80% to FX Negative environmental impact, drainage system,
waste disposal
7 night average length of stay for foreigners; typically one to two in
Stone Town and the remaining by the beach Complaints around business environment (incl,
staffing challenges given difficulties to obtain work
Top source markets : Italy (150k), other Europe, US, UK, South Africa permits for non- locals, high utilities and labor costs)
1. International Visitors' Exit Survey 2017 Safety issues (beach boys, unsafe areas)
Source: Local press search ; International Visitors' Exit Survey 2017 92
C2: Kenya’s coastal region’s competitive advantage is its diversity

in culture, beaches, and experiences
There are several tourist locations in a
short proximity along the coastal region… … that are diverse both in terms of the rich cultural history and nature
Features (non-exhaustive)
1 Cultural Architecture and urban structure that demonstrate the
richness cultural influences that have come together over
700 hundred years from Europe, Arabia, and India,
utilizing traditional Swahili techniques (e.g., Fort
Jesus a place which is inscribed as a UNESCO World
Heritage Site)
Lamu
Several memorable places such as Mombasa Old
Town with craft and antique shops specializing in
Swahili, Indian and Arabian furniture,
137 km
2 Picture - Beaches that are picture-postcard-perfect, with
postcard white sand and coconut palms
beaches Protected natural reserves home to unique species
18 km Malindi
Watamu
73 km
3 Unique and National parks and reserves in close proximity
diverse (e.g., Tsavo, Arabuko-Sokoke forest)
15 km Mtwapa
experiences Marine National Parks where tourists can watch fish
Mombasa
and coral from a glass-bottom boat or snorkel
28 km
Numerous activity options including fishing, scuba
Diani diving, kite surfing, etc.
49 km
Shimoni
Source: UNESCO; Google Maps 93
C2: Kenya could prioritize four coastal zones
Mombasa Lamu Malindi/Watamu Diani Beach
Description1 Culture/beach/wildlife weekend

trip
Authentic and eco -friendly
experience
Marine adventure An integrated beach and
entertainment zone
Targeted at high value FIT 2 and Sun and beach tourists,
honeymooners families and FIT2
Development Seamless transport to optimize

the journey time between the
Highly regulated development
of properties that will preserve
Focus on high adrenaline water
activities (e.g., parasailing,
Integrated coastal
entertainment, restaurants,
needs different attractions (Tsavo, the authenticity of the city and paddle boarding, waterskiing, hotels, and water activities
Marine Parks) meet high international wakeboarding, kitesurfing, easily connected to each other
standards while being eco- scuba diving, sailing) developed with secure tourist friendly
Good signage in different
friendly to international standards with walking zones and clean high-
languages (e.g., Chinese,
all the safety measures standard public facilities
Arabic)
Diani beach phase 1 and rest of
Marketing emphasizing both
South Coast phase 2
the diversity of the city and the
short distance between them
1. Key difference from Coastal development plan is emphasis on developing each zone with a unique identity and marketing each to targeted segments
2. Free Independent Traveler - an individual (or small group of < 10) traveling and vacationing with a self-booked itinerary 94
C2: Ten potential priority initiatives for the coastal zone development
Detailed further
Priority cross- Improve coastal connectivity by building aferry system connecting Mombasa port to Diani and Lamu
cutting Accelerate the roll-out of the tourism protection service and improve it by introducing more transparency on the
initiatives complaints process
Improve current beach cleanliness through fines, zero-tolerance plastic mandates, and sponsored programs for
cleaning beaches
Resolve issues on perceived quality created by private accommodation through better regulation of private
booking platforms
Focus on Implement white land 1 tax or build or sell policies2 to stimulate development of prime beach frontage
property and
infrastructure Extend runway and improve terminal facilities at Diani and Malindi airports to open international connectivity.
Other coastal Mombasa: develop infrastructure connecting nearby attractions (roads, signage, shuttle buses)
developments Accelerate the development of Lamu (including airport rehabilitation)
by zone
Malindi/Watamu: develop and attract international water sports competitions (e.g., the African Beach Games)
Diani beach: Create internationally-recognized festivals
1. White land is a global term referring to open land that has not been developed
2. As seen in Korea, Philippines, Columbia, the USA and Canada
95
Ideas: Develop new products and experiences NEW TOURISM STRATEGY FOR KENYA 2021-2025
C2: Deep dive on white land or build/sell policies to drive property

development and prevent underdeveloped prime land at the coast
POLICIES TO INCENTIVIZE COASTAL OPERATIONALIZATION
Description Challenges (non-exhaustive)

1 Implement White A tax on any entity or individual owning a vacant The definition of ‘vacant land’ could be
land tax piece of land misunderstood
Requires owners of undeveloped land to pay a Owners may prefer to own the vacant land
premium tax if they don’t develop it within a certain despite the tax, for example because the rate of
period (e.g., within 12 months) increase in the value of their land could be higher
This tax is normally higher than standard land tax and than the tax
tends to increase with years of vacancy (e.g., in Having a property tax system in place is a
Seoul, every two years of vacancy, the rate increases prerequisite
by ~40%) Can be costly and would require resources for
assessment of both the land the building sites
regularly (if any)
2 Create a build A policy to encourage operationalization of prime Risk of paying a higher price than the fair value
or sell policy beach frontage properties in the three key zones of the land due to speculation
Landowners would be given a fixed term in which The development by private owners could be done
they either rehabilitate or build on land in prime in a way that is not in line with the region’s
locations, after which the GoK could exercise its vision
rights to buy the land back at market rates or auction
the land to the best possible bidder
96
C2: Several countries have already implemented the White land tax
EXAMPLES
Place Approach Tax rates

Seoul, South Korea Surtax on vacant properties: land left vacant for 5% if left vacant for 2 -3 years
a minimum of two years is subject to higher tax 7% if left vacant for more than 3 years
than the 2% property tax on improved lots
8% if left vacant for more than 5 years
Marikina City, Philippines Extra levy: Tax on land area greater than 1,000 Additional levy at the rate of 2.5% per year on the assessed value of
square meters, one-half of which unimproved the property
Tax on residential lots, regardless of land area,
one-half of which remains unutilized or
unimproved
Bogotá, Colombia Zoning: Land that is subject to urbanization but In 2004: Vacant properties = 1.2 – 3.3% of the assessed value. For
has not yet been developed, and land that has improved properties in urban areas, rates from 0.4% (residential use)
already been urbanized but has had no to 1.5% (financial institutions)
construction yet
Washington DC, USA Extra levy: on vacant land and blighted/ ruined 0.83% on assessed market value
property 5.0% on assessed market value
10% on assessed market value
Source: Expert interviews (2021) 97

C2: Out of the 5 airports in the coastal region, only one

is internationally connected and able to handle large
body aircraft
Direct international flights to Kenya’s coastal region (MIA

1) in a month2 MIA is currently the only
airport handling direct
international flights in the
Ethiopia 28 coast
Tanzania 18 Although 3 other airports are
internationally certified, there is
Uganda 12 limited air connectivity due to
short runways, obsolete
Rwanda 11 facilities and a limited number
of slots for international
India 11
carriers
Egypt 4
Qatar Options to consider to

address these challenges:
Turkey Improve Diani airport to
Italy Flights are expected to begin international standards (e.g.,
from June 2021 increase runway length,
Germany improve terminal facilities)
Rehabilitate Malindi airport or
consider building a new
1. Mombasa International Airport
2. 2021 airport in a close location
Source: Flight Connections, Interviews (2021) 98

D1 Digital
source markets
C2 Coastal
swaps
99
C3: What is a “niche experience”?
What it is What it is not
An end-to-end product / service that Kenya can become internationally An ‘add-on’ to an existing trip (e.g., a
renowned for and for which tourists will come to Kenya for 7-14 days day-trip, an additional activity)
A product / service that needs dedicated, tailored marketing, often via a niche
channels (e.g., specialized magazines, sports teachers’ networks)
Different from “Signature experiences” which are generally 1 day or a few

hour add-ons to a planned trip for core safari and/or beach offerings
Example: Tanzania’s Kilimanjaro climbing hikes attracts a niche climbing Example: sky-diving, visits to local
segment who come for a 7-10 day trip ONLY for the mountain, Costa Rica’s communities
whitewater rafting is a 7-day multiple white water rapids adventure
100
C3: In addition to its existing safari and beach offerings, Kenya could
develop and market 5 high-priority new experiences
Discovering a myriad of rare birds Watching rare and unique animals Running with Kenyan’s world champions
in the wild
These 5 experiences could be scaled as
a first priority as they appeal to large
markets that Kenya is well-positioned to
capture, given existing competitive
advantage (already been proven through
successful existing initiatives)
Several other experiences (e.g., cultural
heritage tours) with high potential but
stronger development requirements (e.g.,
infrastructures) could be developed in a
second phase
Best kite-surfing in the world Mountain-climbing over the savannah

101
C3: These experiences have been prioritized against 5 criteria…
Criteria Description
Value-at-stake Addressable Degree of interest within international / domestic markets for this type of experience (estimated market size, if
market available)
Potential to capture Potential for Kenya to effectively generate revenues around such experiences given: (i) scalability, (ii)
incremental value competitive advantage (i.e., potential to attract international / domestic tourists around such experiences), and
(iii) typical margins around such experiences (if available)
Strategic relevance Fit with current ambitions to become all-year-round destination, diversify customer experience and products,
and become a sustainable tourism leader
Feasibility Current maturity Current status of the experience: number, scale, and performance of actors that currently offer such
experiences in the country already
Ease of Ease of implementation / scale-up given infrastructure investment requirements and operational challenges
implementation
102
C3: …across a long-list of multiple options

High Medium Low Potential priorities Second priorities
Potential to capture Ease of
Category Experiences Addressable market incremental value Strategic relevance Current maturity implementation
Rare animals a Birding ~ 3M international trips p.a.
watching Strong competitive advantage

Several service providers via
b Bush (e.g., Hirola, Roan, Rothschild giraffes, rhinos) given diversity, but likely already Underserved parks, all-year-round
conservancies, for example
Existing offering
~ 12M trips p.a. for total wildlife capturing a decent share
tourism
Marine1 (e.g., marine big 5, rare turtles)
Water c Kitesurfing / surfing stay >1.5M kite-surfers, most of them

doing a trip ever 5 years
adventure
Fishing (big-game) tour Coastal development
Well-stablished service providers Service providers attraction,
Natural assets
24M certified divers, ~10% taking (e.g., in Watamu) infrastructure development
Diving stay 1 diving holiday p.a.
River journey (rafting, kayaking, floating)
Mountain and Biking tours / motorbiking (e.g., desert) $6-8B / ~1.5M trips
forest
d Running tours (e.g., marathon) 1.3M marathon finishers 2018 Kenya renown
adventure
e Hiking, trekking, mountaineering, abseiling / rock
~$400 B 2 overall adventure market Underserved parks, all-year-round
climbing, sky-diving
Wellness, Golf, Golf tours $20B 3 Already developed golf circuits Infrastructure required
and Yoga
Yoga retreats $ 6-8B fitness tourism All year, new places
Port in place, but needs

Cruising $40B, yet COVID hit
development
Cultural / Monuments, archeological sites, museums, movie / ~375M international cultural trips
p.a./ ~$1B movies site-seeing Low scalability Underserved places, year round Important renovation needed
Heritage books site-seeing market4
Honeymoon Honeymoon $15-30B Beach and bush Coastal development Marketing and connectivity
and weddings
Destination wedding $15-20B
1. To be addressed under coastal offering initiative (C2) 2. Adventure Travel Trade Association 3. Golfing Tour Operators Association 4. Huffington Post / Expert interviews
Source: Adventure Travel Trade Association; Golfing Tour Operators Association; Statista; Businesswire; Press search; Local and international expert interviews (Feb/March 2021) 103
C3: Kenya could develop a dedicated offering and promotion strategy

for each of these 5 priority new experiences

a/b Develop circuits to • Develop end-to-end experiences (“circuits”) in partnership with the National Museums of Kenya and private sector
watch birds and rare and develop stories and circuits that are marketed through specialized niche channels and interest groups
animals in wild • Improve accessibility and infrastructure along those circuits – Refer to D2
unexplored Kenyan
parks
c Develop one of the  Develop regional competitions in partnership with international organizations and the private sector, developing
world’s best kite-surfing infrastructure in parallel
spots in Watamu and  Improve beach accessibility and security – Refer to C2
Che Shale
d Build world-famous  License private actors to develop experiences and programs for domestic travelers and develop targeted marketing
mountain climbing over through specialized media channels
savannah  Improve accessibility and security in the parks – Refer to C2
e Become a must-run  Organize series of world’s must-run marathons (beyond Lewa) and market these once in a lifetime opportunities
marathon with Kenyan’s engaging Kenyan marathon champions to promote sport competitions
world champions
104

D1 Digital
source markets
C2 Coastal
swaps
105
D1: The tourism value chain is becoming increasing digitized

Global trends
74% 73% 45% 82%

of travelers plan their Travelers use photos from of travelers use their
Of travel bookings in
trips on the Internet other travelers to help phone for everything
2018 were made without
them make decisions having to do with their
any human interaction
vacations
Source: Google Travel study, TripAdvisor study – June 2015

106
D1: Kenya could deliver an end-to-end digital traveler journey in joint

collaboration between public and private stakeholders
Optional functions for public and private sector
XX Potential priority initiatives
Sponsor Awareness Information Booking Arrival / exit Traveling around Stay / Activities
KTB / Push digital Improve web/mobile sites Ensure seamless Improve e-VISA N/A Partner with digital
MoTW marketing content redirection from website payment providers
• Ensure they are well
to create Magical Kenya
structured, easy to navigate, Maintain updated Digitize KWS park
awareness on website to linked
display relevant content COVID-19 entrance
what Kenya has experiences
to offer and providers (e.g., information
• Link to partner sites that add
trigger search credibility and improve search Signature Partner with service providers to improve digital infrastructure
(e.g., US travel department) Experiences)
• Remove unnecessary links /

code to improve speed
Experience Develop digital Provide single-click access to Simplify booking Provide direct local Provide Wi-Fi in Ensure seamless
providers / marketing content information processes (# of data connectivity to transport including network connectivity
OTAs to be pushed via fields, accepted incoming tourists SGR
KTB or Connect to digital
payments means) (e.g., pre-loaded
proprietary / paid Provide easy to use payments platforms
SIM with data/SMS)
channels Push ads to online transport
Partner with travel
identified leads booking including
sites to allow easy
SGR
Align messaging information access
with KTB/ MoTW and reviews posting
D1: Six initiatives could be prioritized to improve digital customer

experience in-country
Potential initiative Description Delivery approach

Keep Magical Kenya as Ensure critical traveler information (e.g., visa protocols, Partner with digital provider1
single source of truth health and safety information) is up to date and easy to find
on the Magical Kenya website
Improve e-VISA website Reduce website outages and long connections times2 Consider outsourcing
functionality
Improve Wi-Fi Ensure access to good network connection along traveler Partner with internet / infrastructure provider
connectivity along journey, especially in strategic places (e.g., free Wi-fi hotspot
major tourist hotspots at airport/railway stations or social media photo spots)
Develop partnerships Allow travelers to pay using their preferred digital payment Identify priority digital payment providers (e.g.,
with digital payment apps by connecting them with local payment rails WeChat, AliPay, Paypal) and work with service
providers providers to create
Digitize KWS park Develop a fully digitized payment and ticketing system for all Design specifications and tender to digital provider
entrance KWS parks: booking, payment, receipts e.g., multiple
cashless payment options, QR code scanning at park
entrance (refer to C1)
Create a full in -country A mobile app that provides recommendations, information Longer term initiative – tender to digital provider
tourist app on nearby attractions, connection to digitized guided tours
etc., and is available offline
1. KTB supported by Google
2. This would need to be done in parallel with activities at customs and immigration to further improve traveler experience
D1: Update: as of July 2022, Zuru Kenya Parks has been launched to
Allow visitors to KWS parks to book and pay for tickets digitally
AS OF JULY 2022
What is it? How does it work? Who developed it?

The system works through various client - The system was developed by Pesapal in
facing applications that allow customers to conjunction with KWS experts
book and pay for tickets digitally before Pesapal is a payment provider, enabling
they enter a KWS park customers to make and accept online and
mobile payments
The application can currently be used
across three different user journeys:
The Zuru Kenya Parks digital system allows
KWS to: Individuals customers
1. Manage KWS park revenues better and Tour operator customers

more efficiently through a front end user
facing digital system Walk-in customers
2. Prevent excessive queuing at parks
The application, depending on the user
entry gates for ticket purchases
journey, can be accessed through a
website or mobile phone application
Source: Zuru Kenya Parks System, press search, KWS

109

D1 Digital
source markets
C2 Coastal
A1 Maintain “Magical Kenya”, Develop 4 coastal zones aligned to specific segments {

swaps
110
D2: Globally, there is a strong, growing call for sustainable tourism from
both consumers and governments
71% 93% 50% 73%

of travelers plan to of travelers say travel of global customers of travelers want to
make eco-friendly companies should be are willing to pay stay in an eco-
travel decisions, responsible for more for socially- sustainable hotel
including hotel, protecting the responsible
transport, and food environment products
Source: TripAdvisor, 2012; Conde Nast, 2011; Nielsen, 2013; Galapagos park site; Booking.com 2019 111
D2: Leading DMOs embed sustainability into licenses and accreditations

and reward it with financial and non-financial benefits
Fully addressed Partially addressed Discussed
Sustainability Sustainability part of Sustainability specific Financial benefits Non-Financial benefits

3
requirements quality levels1 certificates from sustainability2 from sustainability
1. Levels of sustainability part of the DMOs quality certificates (e.g., Qualmark levels or hotel star ratings)
2. E.g., Rebates, Tax incentives
3. E.g., Marketing, distribution
Note: From top to bottom: Costa Rica, Iceland, New Zealand, Kenya
112
D2: To be a sustainable tourism leader, Kenya could implement minimum

standards, issue sustainability badges directly, and raise incentives
What Who How

Identify minimum requirements (including NEMA to monitor minimum requirements Suspend licenses if operators do not meet
transparency of reporting), with operators’ minimum requirements
licenses suspended otherwise NEMA to reevaluate environmental audit
licenses based on additional sustainability Downgrade badge levels and miss out on
Evaluate implementation of new, requirements benefits if levels of sustainability are not
sustainability badges and levels for the met
tourism industry (substituting Ecotourism MoTW to evaluate if Ecotourism Kenya is
Kenya or aligning more closely with it) an adequate monitoring body for ecotourism Options on non -financial benefits for
accreditation badges:
Raise benefits of sustainability badges  KTB marketing efforts tied to level
MoTW to add benefits to sustainability
badges  Access to distribution channels and
partners
Options on financial benefits for badges:

 Tax rebates for ecofriendly operations
and capex
 Better access to local and international

loans through public sector subsidies
113
and advice
D2a: New Zealand regulates, monitors, and supports the industry

through its Qualmark levels of excellence
Tourism New Zealand owns and operates the quality assurance organization The process of Qualmark accreditation includes pre-
Qualmark New Zealand1 evaluation, on-site evaluation, and post-evaluation
steps (includes an action plan)
Qualmark has 4 criteria, one of them being environment and culture. Each of
Holistic approach to sustainability: Qualmark helps
the four criteria has subcategories, e.g., Environment and Culture which itself
businesses become more sustainable from a people,
has eight subcategories, e.g., “Discharge and waste”
planet, and profit perspective:.
Sub-categories are evaluated via a tiered grading that varies by sub-category • Sustainability requirements include environmental
performance such as the completion of
Bronze: Requires all minimum standards contained in the Sustainable Tourism environmental review and action plans, recycling
criteria: (1) economic; (2) social and people; (3) environment and culture; (4) health,
options, and other initiatives
safety and wellness
• Environmental sustainability is one of the main
E.g., Aware status
criteria of the “Light Footprint” quality badge
Silver: Requires the tourism business consistently exceeds visitor expectations • Continuous improvements and updates of
Qualmark’s accreditation system ensure
E.g., Monitoring status businesses can remain competitive and still
implement sustainable practices
Gold: Requires delivering exceptional customer experiences is an integral part of • Accredited tourism businesses enjoy several
everything the tourism business does
benefits such as advisory and funding via the
E.g., Future proofing status Tourism Transitions Programme2
1. Qualmark is the NZ’s industry’s official quality assurance organization and environmental protection agency of the tourism industry established in 1997
2. Qualmark has received $5 million to establish a free advisory service to support tourism businesses as they navigate the impacts of COVID-19
Source: Qualmark, Tourism New Zealand, Expert interview, Web search 114

D1 Digital
source markets
C2 Coastal
swaps
115
D3: The tourism industry requires financing for infrastructure,

conservation, and sector resilience
Detailed further
A) Infrastructure B) Conservation C) Resilience

What: Development of tourism-related infrastructure What: Funding for environmental and sustainable What: Development of resilience and crisis-
How:
• PPP concessions How: How:
• Government bonds • Project finance for permanence • Parametric insurance
• Impact bonds • Carbon markets
Where:
• Debt for nature swaps • Pension funds/Income protection
• Diani and Malindi airport
• A ferry water transport system along coast Where: Where:
• KICC • Chyulu Hills National Park • Coral Reef
• Underdeveloped / “paper” national parks • Marine ecosystem • Migration
• Mau reforestation • KWS parks
• Direct industry employees
116
D3. Tourism-related infrastructure needs to be

developed to remain competitive
Tourist service infrastructure Air transport infrastructure Kenya ranks 103rd out of 140 countries
competitiveness competitiveness in tourism service infrastructure
Score from 1 to 7, 7=best; 1=worst Score from 1 to 7, 7=best; 1=worst competitiveness
6.1 6.0 East African leaders include the
Seychelles
6.0 5.0
Kenya’s air infrastructure
5.8 4.9 competitiveness is slightly better, at
74th, but still below the world
5.4 4.3
average
5.4 3.1 Infrastructure developments are
5.3 2.8 needed in order to remain
competitive outside of just East
5.0 3.2 African peers
4.3 3.3
2.9 2.7
2.4 2.2
Source: World Economic Forum Tourism Competitiveness Report 2019 117

D3: In a PPP concession, the government

exchanges risk and revenues for development
and operation rights
Flows Model dependent flows Government gives some form of
management or development rights to
Concession private entity
Government
Private entity either operates and
Monitors adherence to Fix operational fee (where applicable) Private entity
agreed performance develops, or constructs and operates
KPIs
Revenue share
asset
Government can maintain some
revenue share (dotted line) but hands
over majority of operational and
development risk
Private entity has to be strictly
monitored and evaluated against pre-
agreed performance KPIs (e.g.,
revenue growth, development,
security)
Asset 2 main models include:
(e.g. airport, KICC,
ferry, park)  Management and operations
concession (dotted line)
 Infrastructure development
concession 118
D3: PPPs could be used to develop tourism assets currently lacking

funding and other resources
Management and
Management concessions Development concessions development concessions
For parastatal assets such as: State and Ministry governed Under-developed/ utilized KWS
• KICC infrastructure assets such as: parks
• Bomas of Kenya • Airports: Diani, Malindi, Lamu
airport
• KWS in-park properties
• New transport systems: Ferry
system between Kilindini-Diani-
Lamu
119
D3: Tourism infrastructure example development

and/or management concessions
Development cases
ILLUSTRATIVE EXAMPLES
Potential concession Example concession approach Overall requirements

KICC 5+ year concession Trust and confidence from
Management concession to private Operator keeps majority of revenues (70%+) and assumes risk on private sector that GoK is able
marketing and financial performance to make commitments:
entity
GoK tracks key performance KPIs with thresholds (performance below payments. providing permits,
Other options: Bomas of Kenya, those thresholds could lead to remedial actions)
KWS managed properties helping ease construction, and
Closed RFP to organizations with proven ability to run convention can legally allow for timely
centres
operations
Diani Airport 10+ year concession
Clear definition of development
Development concession to private Operator keeps majority of revenues (70%+) and assumes goals, safeguards, investment
development and management risks
developer to expand runway and needs, and privileges of
GoK ensures speed on permitting and mandates, certain safety
terminal facilities and operate concessionaire
standards, and other regulations (e.g., allowable flight times)
Other options: Lamu, Malindi Closed RFP to organizations with legal certifications and right to Agreement on how
operate airports to international standards development costs are shared,
Same as above
payment modalities and
Coast Ferry
renewal conditions
Development and management
concession to build and operate Proven operators who could
ferry system take on the operations and
development of tourism assets
120
D3: Degraded or underserved national parks could also potentially

benefit from PPPs
Analysis of level of degradation of various NPs in Kenya
Acute Serious Moderate Onset Insignificant
National parks Livestock Uncontrolled Invasive Habitat

(From highest to lowest risk) Encroachment Poaching incursion fires Pollution species degradation
Meru
Kora
Nairobi
Tsavo East
Malka Mari
Hell’s Gate
Chyulu Hills
Laikipia
Lake Nakuru
Mount Longonot
Marsabit
Amboseli
Mt. Kenya
Aberdares
Mt. Elgon
Source: Adapted by the African Leadership University from the Kenya Ministry of Wildlife and Tourism, 2021 (Snyman et al. 202 1) 121
D3: CMPs are PPPs for management of PAs
A collaborative management partnership (CMP) is a

type of public-private partnership (PPP) used in the
conservation sector to enhance and improve the
management of protected areas (PAs)
CMPs are service-provider contracts where the
ownership of the underlying asset (the PA) stays with
the government
Key success factors include:
 Ensuring the partnership is trust-based
 Holistic understanding of benefits
 Clear roles and responsibilities
A World Bank analysis of the40+ CMPs in Africa
shows that CMPs successfully attracted
investments that enhanced biodiversity
conservation, generated increased tourism
revenues, created local jobs, and stimulated
green development
Source: World Bank – Collaborative Management Partnership Toolkit 2021; interviews with CMP partners 122
D3: Holistic benefits of CMP models based on other African PAs
Tourism  Increase national park’s global visibility through CMP partner’s brand recognition
benefits  Attracts/mobilizes private sector investment in tourism infrastructure and activities
 Attract skills not currently represented in some parks e.g., skills in tourism development
Conserv-  Increases funding for the national park

ation ‒ Bilateral/integrated CMPs have an average of 2.6x greater funding than baseline of state funding
benefits ‒ Delegated CMPs have an average of 14.6x greater than baseline of state funding
 Increases investment in conservation, rehabilitation and protection of the protected area
 Helps transform/operationalize paper parks leading to stimulation of local economies
Community  Creates and catalyzes community benefits - in addition to job creation, CMPs create social benefit
benefits by attracting development partners
Govern-  Reduces the financial burden of management on the state authority

ment  Generates sustainable revenue models while increasing tourism revenues
budget
 Leads to asset appreciation without using government funds
support
 Increases foreign exchange, tax revenue, and employment
Source: World Bank – Collaborative Management Partnership Toolkit 2021 123

D3: Increase in revenues and investment from CMPs: examples
Akagera National Park, Rwanda Majete Wildlife Reserve, Malawi

CMP model: delegated CMP model: delegated
CMP partner: African Parks CMP partner: African Parks
Revenue Generation , USD Millions Majete Wildlife Reserve Annual Expenditure , USD Millions
Tax revenues to government Salaries Capital Expenditure Operational Expenditure
1.3 2.2
1.2 2.0 Total budget of Majete NP is six times
1.1 the total budget for all PAs managed by
1.8 Malawi Department of National Parks
1.0 and Wildlife (DNPW)
1.6
0.9
0.8
1.4
0.7 1.2
0.6 1.0
0.5
0.8
0.4
0.6
0.3
0.4
0.2
0.1 0.2
0 0
2010 11 12 13 14 15 16 17 18 2019 2008 09 10 11 12 13 14 15 16 17 18 19 2020
Source: World Bank – Collaborative Management Partnership Toolkit 2021 124

D3: CMPs tend to be an average of 20 years

Duration of CMPs in Africa
Simen Makuleke
Dzanga- Mountains Gonare- Gorongosa Contractual Akagera NP Liuwa Plain Nouabale-
Sangha PA NP Yankari NP zhou NP NP Park NP Ndoki NP
Model
Bilateral co-management Integrated co-management Delegated management
Government Ministry of Ethiopian Bauchi state Zimbabwe Government of SANParks Rwanda Department of Ministry for
Partner Forest Wildlife Ministry of Parks and Mozambique Development National Parks Forest Economy
Conservation culture and Wildlife Board and Wildlife
Authority tourism Management
Authority
Partner WWF AWF WCS FZS Greg Carr Makuleke African Parks African Parks WCS
Foundation Community
Country Central African Ethiopia Nigeria Zimbabwe Mozambique South Africa Rwanda Zambia Congo
Republic
CMP Signed 2019 2017 2015 2017 2018 1999 2010 2004 2014
Agreement 5 15 15 20 25 50 20 20 25
Duration
Source: World Bank – Collaborative Management Partnership Toolkit 2021; Case studies were developed with information from the PPP partner websites, and Baghai et al. 2001, Brugiere 2020, and Lindsey et al. 2021 125
D3: Conservation and tourism PPPs have a four different models

Typical contracts seen in other National Park CMPs in Africa
PPP models Structure Governance Management Funding

Lower Technical and/or No management Public partner continues to Public partner retains Public partner responsible for all
financial agreement govern with partner only playing full management funding (including operational costs)
support (no contract) an advisory role control except for agreed upon project funding
CMP partner
management
control/ Bilateral co- Partners maintain Public partner leads strategy Public partner retains Public partner retains public staff salary
delegation of management independent and oversight with involvement management authority costs and some operational costs
authority structure and in some cases, consensus but allocates certain CMP partner commits to paying certain
of the partner on certain management aspects operational costs
Level of funding/ project-related issues to the partner
financial
obligation by Integrated co- New CMP entity CMP partner shares Management is Costs are covered by the new entity
CMP partner management governance responsibility with delegated to the new The CMP partner typically commits to
the public partner. Representation CMP entity - but with raising funds for operations
Ability to leverage is split between the partner and some aspects shared In some cases, the public partner pays for
CMP partner’s government. Strategy and salaries of seconded staff
technical oversight managed by the new Assets will be owned by the new entity
capacity CMP entity board
Delegated New CMP entity CMP partner shares Management is Costs are covered by the new entity
management governance responsibility with delegated to the new As per integrated model
the public partner. CMP partner CMP entity
has most of the seats on the
board. Strategy and oversight
Higher managed by the new CMP entity
board
1. Secondment is defined as when an employee is temporarily transferred to another department or organization for a temporary assignment
Source: World Bank – Collaborative Management Partnership Toolkit
126
D3: Kenya can

explore A) Conservation B) Resilience
financing for What: Funding for environmental and sustainable What: Development of resilience and crisis-
two other areas:

How: How:
Conservation  Project Finance for Permanence
 Impact bonds
 Parametric insurance
 Carbon markets
and Resilience  Debt for nature swaps  Pension funds/Income protection
Where: Where:
 Chyulu Hills National Park  Coral Reef insurance
 Marine ecosystem  KWS parks
 Mau reforestation  Direct industry employees
127
D3: Financing instruments were prioritized based on relevance,

scalability and current use in Kenya
Score: High Medium Low A B
Relevance to Potential for
Type of conservation large-scale Originality
funding Financing instrument and tourism funding to Kenya1 Rationale
Domestic government budget allocations Maintain current approach, but not deep -dived here – well-established mechanism in Kenya
Grant-
based ODA, incl. results based Continue evaluating opportunities but requires support from foreign governments; Poor ability to measure results
Long-term loan Pursue in the right context , such as downturns, but requires large single creditor
Philanthropic grants Maintain pursuit of grants , but unsustainable for continuous funding needs
Crowdfunding Continue evaluating for asset-specific smaller scale projects
Debt for nature swap Unlock existing offer - Realistic funding of large-scale projects through debt restructuring; Already in negotiations
Project Finance for Permanence (PFP) Pursue actively given its clear structures for MoF and lenders/donors as well as promising funding size
Invest- Bonds and loans, incl. green bonds Potential to activate , due to the opportunity to leverage successful assets and attract wide range of investors
ment-
Blended finance funds Maintain current approach but not deep -dived here
based
Public Private Partnership (PPP) High focus on this, due to necessary increased private sector involvement in operations and development risks
Compen- Eco-taxes Explore but don’t pursue for now , as it extracts funds from industry
sation-
Extractive fees, royalties, permits Do not pursue in the short term , as it extracts funds from industry
based
Carbon offsets, incl. green carbon Continue driving this, despite small scale of funding it is a growing market
Biodiversity offsets Maintain current approach, but not prioritized due to small scale of funding focused on repairing and not developing
Value- Levy on sustainable use Deprioritize due to required safeguards and enforcement capacities
based
Payment for ecosystem services (PES) Reevaluate in the future
, due to necessary ability to price service value and low scalability for capex
Insurance- Parametric insurance Attempt with global insurers , given community involvement to protect crucial assets to the industry
based
Income protection Evaluate feasibility due to potential to protect incomes from crises
1. Indicates usage level in Kenya, higher the level the lower the usage
128
D3: Six prioritized financing mechanisms to support conservation and

industry resilience
Conservation Resilience
i) Project Finance for Permanence (PFP) i) Parametric insurance
 Permanent conservation of ecosystem through upfront investment as  Monetize reduced risk of potential losses to ecosystem
sinking fund  Potential size:
 Potential size:
$60M – 100M $0.5M – 2M
ii) Debt for nature swap ii) Carbon/bio -diversity offsets

 Purchase of government debt at discounted value in return for government  Voluntary monetization of carbon sequestration by parks to compensate for
pledge against preservation footprint
 Potential size: ‒ (Could include scaling up carbon markets in Kenya)
 Potential size:
$100M++
‒ TBC
($500M for TNC model)
iii) Bonds and loans, incl. green bonds iii) Income protection
 Investment bond that funds development of sustainable assets  Fund that employers pay into for the case of industry downturns
 Potential size (Depending on asset):  Potential size:
$100 – 500M ~$150-350M1
1. Estimated 20% jobs at ~Ksh 120-500k each at risk for 1 year; Direct tourism job market of 453k; 19% income tax
129

New Tourism Strategy For Kenya 2021 2025

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New Tourism Strategy For Kenya 2021 2025

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New Tourism Strategy

for Kenya 2021-2025

CONFIDENTIA L AND PROPRIETARY

Foreword by the Cabinet Secretary for Tourism and Wildlife

HON. NAJIB BALALA, EGH

50+ 20+ 20+ 30+

… including a Core Team, Strategy Circle, and private sector champions

Peter Ndegwa– Tom Lalampaa –

Other reference Strategy Reference Groupnot

4.4%1 126B1 8.7%

2.04M 1.5M 93%

1. Kenyan shillings; KTSA Report; largest FX earner is diaspora receipts

Source: Tourism Sector Performance – 2018-2020; KTSA report, WTTC, 5

Likely COVID-19 recovery model indicates Kenya could recover to 2019

PROJECTIONS FROM Q1 2021; MAY NOT REPRESENT RECENT DEVELOPMENTS

2019 2020 2021 2022 2023 2024

Four components to deliver on the New Tourism Strategy…

…with nine initiatives

D Develop enablers to further

These initiatives could deliver up to a 2x increase in

A1: Kenya has many competitive advantages it can leverage as a brand

Landscapes – mountain, lake,

Different experiences for different

Immersion into nature with

Caters for all ages, family friendly

Multilingual – English speaking

B1: Kenya could focus on 5 source markets,

Source markets can be prioritized Kenya could thus prioritize 5 markets

Short-term priorities Medium-term priorities Kenya may start by launching

Source: KTSA; Euromonitor ; Industry interviews (Feb. 2021) 11

B1: Kenya has 4 options to rethink its international marketing

Source: Industry interviews (Feb/March 2021) 12

B1: Kenya could develop tailored marketing highlighting Kenya’s

B2: Though small, domestic markets provide

2019 African countries by Total addressable

Source: CityScope Database 14

B2: Kenyan domestic market could be segmented into 5 main profiles

Youth 18-34 Encourage more frequent travel, especially to underserved

Increase protected Develop

C1a: Seasonal price differentiation during peak months

“If the Mara plan had come through

C1a: Seasonal pricing could have 4 main objectives

Four main objectives How this translates into pricing options

C1a: Option to introduce seasonal pricing for

C1a: At a later stage, Kenya could cap daily number of

C1a: Combined seasonal price increase and cap on

C1b: Better standards in National Parks and Reserves could remove

Strengthen development Restrict type of

C2: Kenya could prioritize four coastal zones

Mombasa Lamu Malindi/Watamu Diani Beach

Description1 Culture/beach/wildlife weekend

Development Seamless transport to optimize

Diani beach: Create internationally-recognized festivals

C2: Deep dive on white land or build/sell policies to drive property

Description Challenges (non-exhaustive)

Best kite-surfing in the world Mountain-climbing over the savannah

C3: Kenya could develop a dedicated offering and promotion strategy

Objectives Potential initiatives to consider

D1: Kenya could deliver an end-to-end digital traveler journey in joint

• Remove unnecessary links /

D1: Six initiatives could be prioritized to improve digital customer

Potential initiative Description Delivery approach